ABSTRACT
There are three main components manufactured from whole blood: red blood cells (RBCs), plasma, and platelets. Plasma contains a multitude of different proteins, peptides, and biologic substances. Approximately 53 million liters of plasma was collected in the United States in 2019. Following collection, plasma is frozen and manufactured into plasma-derived medicinal products (PDMPs). During the manufacture process, several thousand plasma units are pooled for Cohn fractionation, which is based upon cold ethanol precipitation of proteins. The PDMPs are further prepared using ion exchange or affinity chromatography and additional steps to inactivate and remove infectious diseases such as viruses. Almost 20 different therapeutic plasma proteins are purified from plasma via these multi-step manufacturing processes. Interestingly, the demand for pharmaceutical plasma products, particularly intravenous immunoglobulin (IVIG) products, has been increasing. The manufacture and therapeutic role of blood derivatives particularly immunoglobulin therapy, Rh immunoglobulin (RhIG), COVID-19 convalescent plasma (CCP) and hyperimmune globulins, albumin, clotting factors, fibrin sealants, and platelet rich plasma will be described.Copyright © 2022 AME Publishing Company. All Rights Reserved.
ABSTRACT
Background: Pharmaceutical businesses had enormous difficulties in product distribution during COVID-19, and the solution to this perpetual issue is a resilient supply chain. Aim(s): The study aims to understand the vulnerabilities to which it subjected the pharmaceutical product distribution supply chains during the COVID-19 pandemic and further develop an adaptive model through which the pharmaceutical product supply chain can enhance its resilience capabilities. Material(s) and Method(s): The conceptual model is developed for the supply chain of pharmaceutical companies based on the literature survey, and then the conceptual model is explored through factor analysis. Researchers have developed a validated model after a statistical analysis using Cronbach's alpha. Subjective analysis has concluded that the pharmaceutical supply chain's resilience is driven by factors such as "trade cost," which comprises transport cost, business practices, and raw material sourcing cost;"shock propagation," which comprises country-specific shocks, production shocks, and policy changes;and "technological infrastructure bottleneck," which relates to the availability of cold chain storage warehouses and refrigerated transport vehicle facilities. Result(s): An empirical model pertaining to supply chain resilience may be further studied with different geographies, like Pune, Hyderabad, and Delhi NCR, for the purpose of generalizing the study. Conclusion(s): The identified major factors were trade cost, shock propagation, and technological infrastructure bottlenecks. The sensitivity of the issue under investigation required a personal touch to the survey, as the COVID-19 pandemic had left these respondents emotionally vulnerable. As COVID-19 is the recent catastrophe that has hit humanity, it has made the pharmaceutical product distribution channel vulnerable during the pandemic. This difficult time of pandemic has really tested the pharmaceutical products' supply chain capabilities as well.Copyright © 2023, Association of Pharmaceutical Teachers of India. All rights reserved.
ABSTRACT
The coronavirus disease (COVID-19) was first detected in Wuhan, China, in the month of December 2019. Further, in March 2020, the COVID-19 epidemic was described by the World Health Organisation (WHO) as a global pandemic. COVID-19 quickly spread around the world in the following months, affecting about 2.5 million individuals by April 2020. World markets, including the pharmaceutical industry, were devastated by this pandemic. Although no specific solution for this emerging infectious disease is currently available, the pharmaceutical industry is helping policymakers meet unmet COVID-19 desires, ranging from research and advancement initiatives on possible prevention methods to the management of the supply chain of drugs in times of crisis. Changes in demand, commodity shortages, contact adjustments, etc., are hindering developments in the mechanism of technology, research and development and are putting an impact on the health market of COVID-19. Other implications of COVID-19 on the physical condition and pharmaceutical market may include acceptance delays, heading to self-sufficiency in the delivery chain, etc. In addition, the pharmaceutical markets are battling to sustain natural consumer flows, as the latest pandemic has had an effect on access to essential drugs at reasonable rates, which is the key priori-ty of all pharmaceutical systems.Copyright © 2022 Bentham Science Publishers.
ABSTRACT
Drug shortage and inaccessibility, stemming from exorbitant pharmaceutical drug prices, is only but a fraction of the many factors affecting global health. Most recently, the world was reminded of the role of pandemics in fast tracking the above-mentioned problem. A potentially sustainable solution would entail establishing cost effective and efficient local drug manufacture capacity in different regions. Using the HIV/AIDS epidemic as a case example, efforts by various research groups towards this goal are presented herein. © 2022 TeknoScienze. All rights reserved.
ABSTRACT
Economic, social and political stresses have been witnessed all over the world during the COVID-19 pandemic. In particular, drug shortages and inaccessibility is one of the many results of disruption of supply chains due to shutdown of manufacturing activity in China, as well as export restrictions and bans by other countries. Herein, a brief synopsis of the knock-on effect and pre- and post COVID-19 roadmaps and measures undertaken towards achieving local drug manufacture in Africa is provided. © 2022 TeknoScienze. All rights reserved.
ABSTRACT
Background: On March 2020, because of the COVID-19 pandemic, the Swiss Federal Council mobilised conscript formations of the Swiss Armed Forces. This was the largest military mobilisation since the Second World War. Purpose(s): To assess the roles of the militia pharmacy officers deployed throughout the country to assist the healthcare system. Method(s): All missions performed by militia pharmacy officers were systematically collected and evaluated. They were also compared to the official duties of pharmacists in the Swiss Armed Forces. Result(s): Ten pharmacy officers were enlisted in two out of four hospital battalions deployed, as well as in the medical logistic battalion and in the staff of the logistic brigade that embedded them. Their missions were mainly planning, conduct and control of medical logistics, as well as hygiene and drug manufacturing activities. In the hospital battalions, they especially managed: 1) supply of medical material dedicated to mission-related training, civilian health facilities assistance and medical transportation;2) establishment and application of hygiene procedures;3) provision of conscripts' own medication. In the medical logistic battalion, the support of both military and civilian pharmaceutical production facilities was the most important activity (e.g. disinfectants and anaesthetics manufacturing). Conclusion(s): Thanks to their civilian and military background, militia pharmacy officers have been quickly and effectively deployed throughout the country. The role of pharmacists within their respective battalions has emerged as especially crucial in the pandemic context and some of the performed missions were beyond their traditional duties. Their basic training has to be further developed accordingly.
ABSTRACT
Background: On March 16, 2020, because of the COVID-19 pandemic, the Swiss Federal Council declared an 'extraordinary situation' in terms of the Epidemics Act. Purpose(s): To assess the roles of an inter-hospital pharmacy in the fight against SARS-CoV-2. Method(s): All missions performed by our pharmacy were systematically collected and evaluated. They were also compared to its official duties. Result(s): Specific missions, which have been mainly managed by the crisis unit and the four departments of the pharmacy (Pharmaceutical Logistics, Drug Manufacturing, Clinical Pharmacy and Nursing Homes Supply), were: 1) human resources continuity;2) specific drug supply (for both hospitals and nursing homes;e.g. anaesthetics, sedatives, antiviral drugs, incl. for clinical trials);3) clinical assistance (especially in the ICU of the main acute hospital);4) individual drug manufacturing (e.g. hydroxychloroquine oral solution);5) on-site pharmacies management;6) own infrastructure securing (especially in term of hygiene);7) hand disinfectant production;and 8) hygienic masks supply for healthcare professionals in the area. The two last missions were out of the traditional duties of our pharmacy and have been achieved with the support of staff from the Swiss civil protection. A particular challenge was the management of the shortage of various products and the identification of alternative therapeutic options. Conclusion(s): Our pharmacy has faced various challenges during the acute pandemic situation. Some missions performed were even beyond our traditional ones. The disaster plan of our pharmacy has to be further developed, as well as the associated training of the staff, based on the lessons learned from this pandemic.
ABSTRACT
In this article, Sara Dorman, Global Biopharma Market Manager at Roquette, discusses the benefits of single-use systems, including how they help accelerate a drug product's journey to market securely and more sustainably. Copyright © 2022, Frederick Furness Publishing. All rights reserved.