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Biologics Offshore Likely To Grow In 2023, CPHI Study Claims

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Technology transfer moves more than manufacturing instructions. It moves process knowledge, supplier dependencies, labeling requirements, packaging specifications, and the evidence needed to demonstrate control. For medical device manufacturers, including those supporting drug-device combination products, these interfaces can become recurring sources of compliance gaps during site transitions, acquisitions, and remediation. The central problem is often not a missing procedure. It is a quality system that allows connected activities to change independently. A label revision may be approved while packaging artwork, supplier instructions, or production-system data still reflect an obsolete version. Staying inspection-ready requires manufacturers to manage these dependencies as one controlled system. Why Compliance Gaps Keep Recurring Findings are treated as documentation defects Revising a procedure can resolve an immediate discrepancy without changing the behavior that caused it. If unclear decision rights, weak escalation, or ineffective training remain, the same failure may surface elsewhere. Corrective and preventive action should distinguish the observed finding from its underlying cause and establish how effectiveness will be demonstrated. Ownership is divided across connected functions Quality, Regulatory Affairs, labeling, packaging engineering, operations, suppliers, and digital-system owners often maintain separate workflows. Each team may complete its assigned task while an interface remains uncontrolled. For example, changing an instruction for use can affect packaging configuration, translations, technical documentation, inventory disposition, and release controls. Transitions expose unresolved weaknesses Acquisitions and site transfers can introduce conflicting procedures, incomplete knowledge transfer, or different assumptions about validated processes. Regulatory changes add further demands. When these events coincide with CAPA or change-control backlogs, teams may prioritize administrative closure over risk reduction. Without a coordinated impact assessment, local fixes can create new gaps downstream. Establish the Regulatory Baseline Inspection readiness starts with knowing which requirements apply to the product, activity, and market. Pharmaceutical, device, and combination-product obligations are not interchangeable; transfer planning should identify the applicable requirements rather than assume one quality framework covers every operation. According to FDA’s Quality Management System Regulation overview and FAQs, the QMSR became effective on February 2, 2026, incorporates ISO 13485:2016 by reference, and introduced the updated device inspection process under Compliance Program 7382.850. ISO 13485 certification does not exempt a manufacturer from FDA inspection or guarantee compliance with FDA requirements. For devices marketed in the European Union, Regulation (EU) 2017/745, Annex I, Section 23, provides the primary requirements for information supplied with devices, including labels and instructions for use. Teams should assess the applicable provisions alongside relevant language, product-specific, and market requirements. A labeling review should therefore evaluate required content and consistency with the device’s intended purpose and supporting documentation—not merely artwork accuracy. How to Identify the Real Gaps Begin with a cross-functional assessment that follows actual product and information flows. Select representative transfers, label changes, supplier changes, and CAPAs, then trace each from initiation through implementation and effectiveness review. Map dependencies: Identify affected specifications, suppliers, packaging components, systems, validation activities, and training. Compare records with practice: Check whether approved procedures match what operators and reviewers actually do. Test traceability: Follow a requirement through technical documentation, labeling, production instructions, and release evidence. Examine recurrence: Look for repeated deviations, reopened actions, overdue changes, and findings shared across sites. Assess capacity: Determine whether qualified owners have enough time and authority to complete corrective work. Prioritize gaps by potential patient or user harm, regulatory impact, likelihood of recurrence, and detectability. Document the rationale; an old overdue item is not automatically more important than a newly identified high-risk weakness. Align Quality, Labeling, Packaging, and Change Control Create a coordinated remediation plan with one accountable owner for each action, named contributors, acceptance criteria, and required evidence. Separate immediate containment from systemic correction. Containment might prevent obsolete labels from being issued; correction might redesign approval and implementation controls so obsolete versions cannot return. Use change control as the integration point. Before approval, evaluate effects on regulatory submissions or notifications, technical documentation, supplier controls, packaging performance, validation, electronic master data, inventory, and training. Record both identified impacts and justified decisions that particular activities are unaffected. During technology transfer, define readiness gates before production or release responsibilities move. These should address the transfer of process knowledge, acceptance criteria, receiving-site capability, required qualification or validation, approved documents, and personnel competence. The appropriate evidence depends on the product and process; a generic checklist cannot replace a documented assessment. Finally, verify implementation where the work happens. Confirm that current instructions are available, suppliers received approved requirements, systems contain correct versions, and affected personnel can perform their tasks. A signed approval is not evidence that every downstream change took effect. Mistakes That Undermine Inspection Readiness Closing CAPAs on task completion alone: Effectiveness checks should test whether the underlying failure has been controlled. Updating labels in isolation: Assess packaging, supplier, system, documentation, and inventory consequences. Counting closures instead of evidence: Dashboards need defensible records behind their status indicators. ...

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Part I of the CPHI Annual Report looks ahead at the potential for biologics outsourcing and contract manufacturing organisations (CMOs) in 2023 in advance of CPHI Frankfurt, the largest pharma event in the world, which will be held at the Frankfurt Messe from November 1-3, 2022.

Biologics outsourcing, which has already benefited from a COVID-based boom in the past two years, is likely to continue expanding strongly in 2023, with no production cliff anticipated as COVID contracts shrink in size. According to the report’s authors, nearly 36% of biopharma businesses will increase their expenditures on offshore R&D or biomanufacturing during the next 12 months. Additionally, individual facility average outsourcing budgets are generally stable, increasing by a weighted sum of 12.8% in 2022.

As the industry gears up for a nearly record-breaking event at CPHI Frankfurt and BioProduction, with pre-pandemic levels of pharma executives anticipated to attend, this new data presents an incredibly bullish future for biologics manufacturing and CMOs. The paper expects a continued cooling of China’s bio innovation engine and identifies access to skilled R&D and CMC personnel as the primary potential roadblocks to market expansion, especially for inventors in cell and gene therapy.

Bioproduction has seen some huge breakthroughs in the last several years with COVID-19, and there is a greater need for outsourcing globally, said Brand Director at CPHI Frankfurt, Orhan Caglayan.  This is encouraging for CPHI exhibitors, which explains the buzz surrounding partnerships. Since CPHI is at the core of the pharmaceutical industry, they encourage guests to make the most of their time there by using the platforms to gather the necessary knowledge, contacts, and insights in advance. They will be able to grow more swiftly the following year if they do this.

The data, which includes in-depth analysis from two BioPlan Associates analysts, Vicky Xia and Joel Ranck, indicates that manufacturing efficiency is continuously improving globally, that automation is continuing to grow, and that capacity constraints will begin to ease in the medium term as new production is built and the lessons learned from the quick Covid vaccine scale-ups are applied.

Eric Langer, President and Managing Partner of BioPlan, added in response to the question of whether capacity constraints will be felt equally throughout various stages of development, that there is likely to be adequate bioprocessing obtainable at smaller (initial) scales, which include multiple CDMOs that are offering shorter waits and techniques for using single-use technologies. They will observe a stabilisation of the supply chain and an expansion of capacity during the next three years. Having access to human resources, qualified personnel, and competent workers with the necessary quality knowledge for GMP manufacturing will continue to be the main problem. Additionally, the difficulties in finding and keeping qualified employees will worsen as the demand for skills increases as a result of the development of gene and cell therapy pipelines and the rise of the Asian biopharma industry. Although hiring will be difficult for large-scale (late-phase and commercial), there will still be opportunities for physical bioproduction capacity, especially as the number of COVID contracts declines.

The much-heralded Chinese bio market was also recognised in the report as entering a gradual maturation stage, with somewhat slower growth rates anticipated over the coming few years. Chinese investors are becoming more picky and are seeking out actual first-in-class biopharmaceuticals to invest in. This indicates a slowing down of pricing and gradual fundamental changes for a market where biosimilars and biobetters are the dominant products.

According to Vicky Xia, despite all the enthusiasm, China still trails behind the US, the EU, and Japan in the discovery of novel drugs. Instead of developing first-in-class biotherapeutics, the majority, if not all, of China’s biopharmaceutical innovations are fast-follow or fall under the ADC and bi-specific categories. Biotechs are now thinking about the out-licensing model for revenue, letting go of their dreams to become fully-fledged biopharmas, as the industry is, of course, making modifications as its market prospects change.

The availability of CMO capability for development is one indirect result of the local biologic market’s change. Accordingly, five years from now, the report’s authors forecast that China will issue about 10 BLAs annually.

In 2023 and beyond, efficiency and production innovations will likewise go quickly, with titres rising year after year. According to the research, about 50.4% of vendors are focused on automation, and upstream clinical production is where single-use adoption is at its highest level ever at 62.9%. (up from just 45% in 2021).

Langer continued, Automation and Single Use Systems enable both local and large-scale bioprocessing while reducing expenses and the need for skilled people. Thus, the answer is yes. This is especially true given that so many suppliers are attempting to enhance and incorporate automation into numerous phases. They will witness its gradual acceptance over the next three years.

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Technology transfer moves more than manufacturing instructions. It moves process knowledge, supplier dependencies, labeling requirements, packaging specifications, and the evidence needed to demonstrate control. For medical device manufacturers, including those supporting drug-device combination products, these interfaces can become recurring sources of compliance gaps during site transitions, acquisitions, and remediation. The central problem is often not a missing procedure. It is a quality system that allows connected activities to change independently. A label revision may be approved while packaging artwork, supplier instructions, or production-system data still reflect an obsolete version. Staying inspection-ready requires manufacturers to manage these dependencies as one controlled system. Why Compliance Gaps Keep Recurring Findings are treated as documentation defects Revising a procedure can resolve an immediate discrepancy without changing the behavior that caused it. If unclear decision rights, weak escalation, or ineffective training remain, the same failure may surface elsewhere. Corrective and preventive action should distinguish the observed finding from its underlying cause and establish how effectiveness will be demonstrated. Ownership is divided across connected functions Quality, Regulatory Affairs, labeling, packaging engineering, operations, suppliers, and digital-system owners often maintain separate workflows. Each team may complete its assigned task while an interface remains uncontrolled. For example, changing an instruction for use can affect packaging configuration, translations, technical documentation, inventory disposition, and release controls. Transitions expose unresolved weaknesses Acquisitions and site transfers can introduce conflicting procedures, incomplete knowledge transfer, or different assumptions about validated processes. Regulatory changes add further demands. When these events coincide with CAPA or change-control backlogs, teams may prioritize administrative closure over risk reduction. Without a coordinated impact assessment, local fixes can create new gaps downstream. Establish the Regulatory Baseline Inspection readiness starts with knowing which requirements apply to the product, activity, and market. Pharmaceutical, device, and combination-product obligations are not interchangeable; transfer planning should identify the applicable requirements rather than assume one quality framework covers every operation. 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How to Identify the Real Gaps Begin with a cross-functional assessment that follows actual product and information flows. Select representative transfers, label changes, supplier changes, and CAPAs, then trace each from initiation through implementation and effectiveness review. Map dependencies: Identify affected specifications, suppliers, packaging components, systems, validation activities, and training. Compare records with practice: Check whether approved procedures match what operators and reviewers actually do. Test traceability: Follow a requirement through technical documentation, labeling, production instructions, and release evidence. Examine recurrence: Look for repeated deviations, reopened actions, overdue changes, and findings shared across sites. Assess capacity: Determine whether qualified owners have enough time and authority to complete corrective work. Prioritize gaps by potential patient or user harm, regulatory impact, likelihood of recurrence, and detectability. Document the rationale; an old overdue item is not automatically more important than a newly identified high-risk weakness. Align Quality, Labeling, Packaging, and Change Control Create a coordinated remediation plan with one accountable owner for each action, named contributors, acceptance criteria, and required evidence. Separate immediate containment from systemic correction. Containment might prevent obsolete labels from being issued; correction might redesign approval and implementation controls so obsolete versions cannot return. Use change control as the integration point. Before approval, evaluate effects on regulatory submissions or notifications, technical documentation, supplier controls, packaging performance, validation, electronic master data, inventory, and training. Record both identified impacts and justified decisions that particular activities are unaffected. During technology transfer, define readiness gates before production or release responsibilities move. These should address the transfer of process knowledge, acceptance criteria, receiving-site capability, required qualification or validation, approved documents, and personnel competence. The appropriate evidence depends on the product and process; a generic checklist cannot replace a documented assessment. Finally, verify implementation where the work happens. Confirm that current instructions are available, suppliers received approved requirements, systems contain correct versions, and affected personnel can perform their tasks. A signed approval is not evidence that every downstream change took effect. Mistakes That Undermine Inspection Readiness Closing CAPAs on task completion alone: Effectiveness checks should test whether the underlying failure has been controlled. Updating labels in isolation: Assess packaging, supplier, system, documentation, and inventory consequences. Counting closures instead of evidence: Dashboards need defensible records behind their status indicators. ...

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