“What’s in it for the CDMO? That’s the crucial question. We’re not buying a service; we’re establishing a partnership. There has to be interest for both partners.” says Eduardo da Fonseca.
Eduardo da Fonseca, Head of Supply Chain at Bioeq, brings over five years of experience in building a virtual manufacturing operation from scratch. With a background in global companies like Nestlé, Roche, and Acino, Eduardo now leads Bioeq’s innovative approach to supply chain management.
Bioeq is a Biosimilars company with a clear vision focused on launching specific products in key markets, utilising an out-licensing strategy for commercial distribution and an outsourcing strategy for manufacturing and supply.
In the latest PharmaSource podcast episode, Eduardo explains how he’s built up their value chain from raw materials to delivery of finished products, building a network of external partners and internal teams, to get them to where they are now.
The Entrepreneurial Leap: Building a Supply Chain from Scratch
Eduardo’s journey at Bioeq began as the company’s first employee. “I was offered the probably once-in-a-lifetime opportunity of starting an operation from scratch,” he says. This unique position allowed him to shape the entire supply chain strategy from the ground up.
Eduardo joined Bioeq as employee number one, tasked with creating the operation for procurement, manufacturing, and supply. The initial team consisted of just two people, handling multiple roles including quality, legal, and finance.
The Virtual Manufacturing Model: Choosing the Right Partners
Bioeq’s success hinges on its relationships with external suppliers and contract manufacturers. Eduardo explains their approach:
“From day one, when we select a manufacturing partner, we try to select a manufacturing partner that can have a common strategic interest with us.”
Strategies for successful partnerships:
- Seek CDMOs where Bioeq’s product aligns with their strategic goals.
- Openly discuss benefits and risks with potential partners.
- Establish a mutual commitment to overcome challenges together.
Becoming a Partner of Choice for CDMOs
Eduardo stresses the importance of making operations easier for CDMOs:
“The easier we as a customer make the operation at the CDMO, the more they will be motivated to work with us.”
Tips for being a preferred partner:
- Understand and address the CDMO’s struggles and information management needs.
- Stay ahead of the curve in optimising operations and lowering costs.
- Provide flexibility to CDMOs when possible, such as accommodating date changes for manufacturing slots.
Cultivating Company Culture in a Growing Team
As Bioeq grew from two employees to about 20, Eduardo emphasises the importance of intentional culture-building.
“When you set up a new company, one of the things that you have to be clear at the beginning is, what kind of culture do you want to have for your company?”
Bioeq’s culture highlights includes a focus on diversity, with over 10 nationalities represented in a small team.
Gender balance is prioritised, with a 50/50 split on the board of directors and in the supply chain team. The company values competence, experience, and individual contributions over background or nationality.
Navigating Industry Challenges
Eduardo identifies several key challenges in the current pharmaceutical manufacturing landscape:
- Biosimilar market dynamics: Preparing for price reductions by continually optimising operations.
- Regulatory complexity: Managing varying requirements across different geographic markets.
- Local manufacturing requirements: Adapting to increasing demands for in-country production.
- Capacity constraints: Competing for limited CDMO capacity in a crowded market.
By proactively addressing these challenges proactively and maintaining strong CDMO relationships, Bioeq aims to position itself for success in the competitive biosimilars market.
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