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Asembia AXS25 Summit 

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Supply Chain Logistics

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Articles

Despite challenges surrounding communication overload, drug shortages, and cybersecurity risks, this term is revolutionizing medication management and patient care through the use artificial intelligence and predictive forecasting. 

The Digital Transformation Reshaping Hospitals and Medication Management

Ways to address limitations while also enhancing the decision-making process.


Bolstering Health Technology Assessment With the Help of AI

In order to succeed in today’s outcomes-driven healthcare landscape, pharmaceutical companies must move from traditional sales models to strategic, measurable partnerships with integrated delivery networks (IDNs).

Bridging the Gap Between Strategy and Practice in IDN Partnerships

How artificial intelligence tools are helping to optimize the pharmaceutical transport process.

An AI-Pharma Transport Collaboration

How data-driven insights can help pharma companies balance their revenue management and innovation strategies—including resource allocation, pricing, and market access.

Maintaining R&D Investments in the IRA Era

Taking stock of today's gains and tomorrow's potential for generative artificial intelligence in reshaping the industry.

Beyond the Hype: GenAI’s Real Impact on Life Sciences Manufacturing

Utilizing AI in Today’s Current Landscape

, Mark Sawicki, PhD, Cryoport Systems’ president and CEO, discusses the evolving state of global cell and gene therapy commercialization. Sawicki highlighted significant progress in key operational areas, noting that companies are now better prepared for commercial launches than in the past. Early challenges in manufacturing readiness have been largely resolved, with organizations now demonstrating clear strategies, scalable capacity, and well-vetted supply chains. Regulatory hurdles have also been substantially addressed, and most companies are effectively engaging primary launch sites, especially major academic medical centers, ensuring they are trained and ready for product deployment.

However, several persistent challenges remain. Reimbursement, particularly in Europe, continues to be a major hurdle—even for mature companies with marketed therapies. Another notable issue is physician education, especially outside of large teaching hospitals. Many community-based physicians lack a deep understanding of cell and gene therapies, creating a barrier to broader adoption.

Sawicki also pointed to community care engagementas an area needing attention. While major centers are prepared, regional and community sites are lagging in terms of readiness and support. According to available market data, current therapies are reaching only about 20% of the addressable patient population in the United States and Europe, with even lower uptake globally.

Finally, standardization of processes, particularly across clinical sites and within supply chain systems, remains an issue. Inconsistent procedures and infrastructure gaps at these levels hinder the ability of sites to fully support these complex therapies. Addressing these shortcomings will be critical to expanding access and realizing the full potential of cell and gene therapy worldwide.

Sawicki also comments on how supply chain expectations have shifted amid tighter funding, FDA leadership changes and evolving CMC standards; the critical role of cryopreservation, real-time logistics data and AI-enabled fulfillment in protecting product integrity and patient outcomes; what pharma leaders can borrow from CGT’s operational playbook to improve resilience across therapeutic areas; and much more.

To what extent do you believe AI should be used at this particular point in time?

When you sit down and you talk to the industry around AI, it's really in an exploratory phase today. There're a few companies that have sprung up that are really betting the farm on AI as it relates to target identification, safety, and elements, but it's still really early, and I think most folks are kind of wait and seeing on the validity of AI before they step into it in a really aggressive way.

We're much of the same—we're observing and we're paying attention, but we'll be a fast follower. We're not going to be investing huge sums in AI until we can see a clear and defined ROI on that investment, so we're really looking at it right now just as a second check on things like risk management, validation, qualification-related activities, and supply chain optimization, just as a second check and balance against our human thought processes around it.

In the third part of his Pharma Commerce video interview, Mark Sawicki, PhD, Cryoport Systems’ president and CEO, describes to what extent he believes artificial intelligence should be used at this particular point in time.

Bridging the GenAI Adoption Gap in Supply Chain

Logility’s senior vice president of innovation

 addresses the gap between high interest in generative AI (GenAI) and its relatively low adoption in supply chain-specific applications, as highlighted in Logility’s 

. He identified several key reasons for this disconnect.

First, many companies experience “paralysis by analysis” due to the rapidly evolving technology landscape. With so many options and an unclear starting point, organizations often hesitate to act. Tillman emphasized the importance of adopting an agile, iterative approach—developing, deploying, learning, and refining continuously—rather than seeking a perfect solution from the outset.

Second, he pointed out a cultural shift that needs to happen within organizations. Companies must become more comfortable with experimentation in software implementation, viewing it as a learning process rather than a one-time deployment. This mindset change is essential for successfully leveraging emerging technologies like GenAI.

Financial and technical barriers also play a role. Expertise in GenAI is both scarce and costly, and training models can be time-consuming. Organizations face a strategic decision: whether to build their own AI models or depend on third-party software vendors. Tillman noted that this debate is still in its early stages, and its outcome will shape how companies integrate GenAI into their operations.

Finally, he stressed that in the supply chain space, companies will increasingly depend on vendors like Logility to provide specialized expertise and value-driven use cases. These could include demand sensing, forecasting insights, and other prescriptive applications of GenAI tailored to business needs. Overall, Tillman advocated for a practical, phased approach to GenAI adoption, focusing on clear, impactful use cases rather than waiting for the perfect solution.

He also comments on some common misconceptions supply chain leaders might have about what it means to be “digitally optimized;” the role of automation and GenAI evolving in workforce development; how geopolitical or economic volatility can potentially reshape the way organizations prioritize supply chain investments; and much more.

Despite high adoption interest in GenAI, Logility’s 

Supply Chain Horizons 2025 Market Report 

notes that only a third of organizations use supply chain-specific applications. What do you think is driving that gap?

There are a couple of things. One is that I think companies don't know where to start. The landscape and technology are changing so fast that there's a paralysis by analysis thought loop that companies are stuck in. The key part is not where you end up, but where you start. Companies aren't comfortable working in this agile mindset where they develop, deploy, learn, modify, and repeat the cycle over and over.

I think there's this mindset that needs to change inside companies regarding software in which they're willing to be more experimentative than what they have been in the past, because there is an element of learning from the implementation that they're going to apply to the next phase of the implementation. This is definitely something that is more a journey and not a destination.

There're also the financial considerations. Expertise is difficult. Expertise is expensive. Training models can take be difficult and take time, so there's this battle going on in the market, whether or not you want to build your own models internally, or whether you want to rely on software vendors to potentially supply models. I think that battle is going to play out over time. I think it's very much in its infancy, and we'll see how companies adopt the software aspect of it.

From a supply chain perspective, companies are going to rely on their supply chain vendors to really supply that expertise, and that's where Logility/AP Gene is looking to provide that expertise in focusing on specific business cases that can provide value—whether it be regarding drop demands, whether it be insights into your forecast. Be prescriptive in how GenAI is going to provide that information to our clients.


In the first part of his Pharma Commerce video interview, Scott Tillman, Logility’s senior vice president of innovation, describes the disparity in organizations utilizing supply-chain specific applications. 

Digital Health and Biosimilars Shape the Future of Pharmacy

 sat down with Blake Powers, CEO of Medigi, to discuss the company’s role in bridging innovation and patient access in the life sciences space. Powers shared his insights on the evolving landscape of commercialization, the growing importance of digital health and automation, and how in-person connection at events such as Asembia remains critical in an increasingly virtual world. As the industry moves toward greater integration of technology and patient-centered solutions, Powers emphasized how Medigi is helping to close the gap between groundbreaking therapies and the patients who rely on them.

PC: Are there any panels that you plan on attending that you believe will resonate with medigi’s mission or approach?

 I’m excited about Blue Fin’s panel on biosimilars. Cell and gene therapy is also a hot topic right now. Many of our hospital pharmacy partners are increasingly asking how we can modernize the digital intake process for cell and gene therapies, as well as biosimilars. What role do these therapies play in today’s landscape? That’s definitely a key area I’m looking forward to. I’m also interested in the AI and automation panels—especially those focused on cutting-edge technologies. The big question is: will these innovations truly make their way into hospital pharmacy operations?

PC: How do you see the Asembia Trade Show evolving to reflect the increasing role of digital health and tech-enabled services?

 I think what’s great about Asembia is that it brings together not only biopharmaceutical companies, but also the vendors who support them—across tech, trade, channel, and distribution. This is where it all converges. I see the show continuing to evolve with an increasing emphasis on technology that supports go-to-market strategies, ultimately helping patients receive the treatments they need. It also ensures healthcare providers have reliable, high-quality access points. That’s what we’re focused on at Medigi, and I believe many other tech vendors are here for the same reason. Every year, the show gets more innovative.

 For many in the life sciences industry, Asembia is seen as the "Super Bowl for Pharma," bringing together the biggest players in the field. This year, the primary goal for attendees such as those from Medigi is to foster in-person connections, moving beyond email and Zoom to build stronger, face-to-face relationships with industry partners.

Medigi’s mission is focused on bridging the gap between cutting-edge therapeutic technologies and the patients who need them. While innovation in therapies is impressive, commercialization often creates barriers between manufacturers, healthcare providers, and patients. Medigi works to complement these technologies with solutions that improve accessibility and procurement, ensuring that advancements reach patients efficiently.

Several panels at this year’s assembly align closely with Medigi’s focus. The company is particularly interested in sessions on biosimilars and cell and gene therapies—hot topics as hospital pharmacies seek to modernize their digital intake systems. In addition, panels on AI and automation are generating excitement, especially as the industry examines how emerging technologies can transform hospital pharmacy operations.

Looking more broadly, the assembly is evolving to reflect the growing role of digital health and tech-enabled services. The convergence of biotech, distribution, and technology vendors is creating a dynamic environment where innovation is driving better commercialization strategies and, ultimately, better patient access.

As the industry looks ahead to 2025—dubbed by some as the "year of the robot"—there is growing interest in how automation will impact healthcare staffing and operations. Medigi is particularly intrigued by the potential of automation to take over repetitive tasks, allowing healthcare providers to focus more on patient care. Asembia offers a front-row seat to these discussions, highlighting the technologies poised to reshape the future of healthcare.

Blake Powers, CEO, medigi, explains how digital tools, AI, and automation are streamlining access to biosimilars and cell and gene therapies, signaling a shift toward more tech-enabled, patient-centric care.

Latest Conference Coverage

Asembia 2025: Digital Health and Biosimilars Shape the Future of Pharmacy

Why AI Could Be the Key to Solving Access Challenges in Healthcare

, Chip Parkinson, the new CEO of Gift Health, shared his perspective on stepping into the role and the evolving challenges and opportunities across the healthcare landscape. Drawing on a diverse background that spans manufacturers, payers, and employer consulting, Parkinson discussed how his new position places him in closer contact with patients and prescribers than ever before. He also reflected on the state of specialty pharmacy, the potential of AI to improve access and affordability, and the importance of seeking diverse viewpoints in a rapidly shifting industry.

PC: Patient access and affordability continue to be huge focuses—did you see any new solutions or partnerships at Asembia that excite you in that area?

 Absolutely. This is a rapidly evolving space, especially with the emergence of AI and large language models. For the first time, we have the ability to analyze vast datasets—pharmacy and medical claims, refill data, first fills—and gain a true understanding of what patients are experiencing.

Take migraine, for example. It typically takes patients six years to get properly diagnosed and treated, even though it’s the leading cause of workplace disability. Once they finally reach the right therapy, they often face utilization management hurdles like step therapy or fail-first policies. These barriers exist largely because we’ve lacked the ability to integrate and interpret the data to assess the trade-offs.

When migraine medications cost just pennies or dollars per capsule, we need to rethink whether these access barriers are justified. With AI-driven data integration, we can start answering those hard questions—and ultimately, improve access for patients.

 As of today, Chip Parkinson has stepped into role of CEO at Gift Health. Reflecting on the transition, Parkinson notes that this position brings him closer to patients than at any previous point in his career. With a background spanning manufacturers, payers, and employer consulting, he now sees firsthand the daily barriers patients and prescribers face—citing the company’s volume of 4,000 daily calls and 400 chats as a window into the patient experience.

Looking ahead, Parkinson sees several evolving roles for specialty pharmacies. He highlights the opportunity to better connect prescribers, pharmacies, and patients in real time—not just through improved logistics but with greater transparency into the patient’s journey. He also points to closer collaboration between payers and pharmacies as a potential area of growth, particularly where technology allows specialty pharmacies to integrate more directly into the care team. Parkinson emphasizes that artificial intelligence could be key in analyzing complex patient data sets—such as pharmacy claims and utilization management policies—to uncover patterns and inefficiencies that currently limit access.

When asked about prescription access and affordability, Parkinson suggests that AI may help better identify systemic barriers, using migraine treatment as an example where data gaps contribute to delays in care. He also discusses the growing demand for weight-loss medications, projecting major increases in utilization. Gift Health, he says, is looking into targeted interventions in underserved regions and through employer partnerships to address access challenges more effectively.

For other healthcare leaders attending industry events, Parkinson encourages building relationships outside familiar networks. He stresses the value of engaging with those who may hold different perspectives, particularly in a rapidly changing environment where policy, drug availability, and access continue to shift.

Chip Parkinson, CEO, GiftHealth, explains how AI-powered data integration is bringing new hope to patients by revealing hidden access barriers, streamlining treatment pathways, and challenging outdated utilization management practices.

Asembia 2025: Why AI Could Be the Key to Solving Access Challenges in Healthcare

How AI and Payer Collaboration are Shaping Pharmacy's Future

PC: As of today, you are the new CEO of GiftHealth. How has stepping into this role shaped your perspective going into events such as Asembia?

It’s been a significant shift for me. I’m now much closer to the patient than ever before. I’ve previously worked with manufacturers, payers, and served as a consultant to self-funded employers and health plans—all of which, in their own ways, serve patients. But at GiftHealth, we engage directly with patients and prescribers through about 4,000 calls a day. That level of interaction quickly reveals the real friction points they experience.

PC: How do you see the role of specialty pharmacy evolving over the next year based on the discussions and insights from Asembia 2025?

There’s a lot happening in specialty pharmacy right now. One major opportunity is to serve as the real-time connector between the patient, prescriber, and pharmacy. We've made progress over the past 15 years with near-real-time coordination, but now the focus is on enabling true real-time visibility. Giving patients and prescribers a clear view of how a prescription flows through the system is a big opportunity this year.

I also see significant potential in strengthening payer–pharmacy relationships. There’s been ongoing discussion about closer alignment between payers and specialty pharmacies to manage patient care in real time. Pharmacies that invest in the technology to become an extension of the payer’s care team will have a real advantage.

And of course, everyone is talking about AI. Specialty pharmacies are uniquely positioned to leverage AI to interrogate their data, uncover insights into the patient journey, and improve service delivery. Those that do it well will stand out in the market.

As of today, Chip Parkinson has stepped into role of CEO at Gift Health. Reflecting on the transition, Parkinson notes that this position brings him closer to patients than at any previous point in his career. With a background spanning manufacturers, payers, and employer consulting, he now sees firsthand the daily barriers patients and prescribers face—citing the company’s volume of 4,000 daily calls and 400 chats as a window into the patient experience.

Chip Parkinson, CEO, GiftHealth, explains how AI, real-time data, and closer payer collaboration are driving the next phase of growth and efficiency in specialty pharmacy.

Asembia 2025: How AI and Payer Collaboration Are Shaping Pharmacy's Future

Prioritizing AI and Sustainability 

PC: When comparing this year to previous years, how would you say the main discussion points of LogiPharma have evolved?

I’m sure I’m not the only one saying this, but the big one is AI. The pace of growth in machine learning and automation has been incredible—even just compared to last year. We’re seeing a surge in both the number and scale of use cases, and I don’t see that slowing down any time soon.

That, along with the ongoing focus on sustainability, are the two key themes that have really gained traction since we’ve been in Lyon. While they’ve always been part of the conversation, over the past three years, both have skyrocketed in importance. On the sustainability front, companies like AstraZeneca, Novo Nordisk, and Pfizer have announced major targets, which has helped push the topic higher on the agenda. With over 350 speakers here, these two areas are clearly top of mind.

 The decision to relocate the 2026 event to Vienna is driven by several strategic priorities. While the current venue in Lyon has served well, the Vienna location offers enhanced capabilities, particularly for hosting smaller, targeted focus groups—an increasingly important part of the event's agenda. These sessions cater to niche challenges or opportunities relevant to only a fraction of attendees but offer high value. Vienna’s strong sustainability credentials also align with the event's growing focus on environmental responsibility, allowing for a paperless setup and contributing to reduced carbon emissions.

Reflecting on the evolution of the program since moving to Lyon three years ago, two themes have rapidly risen to prominence: artificial intelligence (AI) and sustainability. AI, especially in areas like machine learning and automation, has seen explosive growth, with a surge in real-world applications across the industry. Likewise, sustainability efforts from major pharma players such as AstraZeneca, Novo Nordisk, and Pfizer have become increasingly ambitious, moving from general goals to actionable, large-scale initiatives.

The scale of the event has also expanded, with over 350 speakers this year. Behind the scenes, the team operates year-round, beginning research conversations immediately after each event to inform the next agenda. These interviews—up to 200 hours’ worth—are invaluable for uncovering the true challenges and innovations shaping the sector.

Looking ahead to 2026, emerging concerns include geopolitical instability and the need for increased agility in the face of unpredictable disruptions. Scenario planning and ensuring business continuity amid global uncertainty are expected to be major talking points. M&A activity is another rising theme, not only among pharma companies but across the broader supply chain, prompting new questions about integration and operational alignment post-acquisition. These shifts suggest a continued expansion of the event's scope and relevance.

Will Robinson, program director, LogiPharma, explains how artificial intelligence and sustainability are driving a clear shift in priorities across the pharmaceutical supply chain.

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