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Pharma Industry Response To DSCSA EDDS Stabilization Period

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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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The HDA Traceability Seminar commenced with a full audience and a prevailing message woven into the presentations: The FDA’s release of the DSCSA EDDS guidance on Friday, August 25th, should not be seen merely as a period of enforcement discretion. Instead, it signifies a crucial stabilization phase that extends until November 27, 2024.

Leigh Verbois from the FDA, during her joint presentation with Connie Jung, emphasized the significance of this period. She stated that they wanted to make sure that this time was used to implement, troubleshoot, and enhance systems for trading partners and processes while ensuring continued product availability. She further noted that with the compliance policies outlined in this new guidance, their focus was on November 2023 and beyond.

Jung, a senior advisor for policy at the FDA, reiterated this message, stressing that it’s not a signal to halt progress. She cautioned that it did not imply stopping any efforts and added that they expected and required everyone to continue implementation because failing to do so would impede their progress. She emphasized that their expectation was that electronic data should be tested and exchanged before the specified date.

Tish Pahl, a principal at Olsson Frank Weeda Terman Matz PC, drew attention to a critical section of the guidance, one that the FDA had underscored. As Pahl noted, “The FDA doesn’t employ typographical emphasis lightly, so the fact that they’ve underlined this section is unusual and particularly significant.” She recommended that when dealing with companies considering canceling contracts due to the guidance, they should refer to this emphasized passage.

The interconnectivity of an interoperable electronic system implies that any delay in the efforts of manufacturers ripples through to the exchange of data with distributors and wholesalers, causing further delays for dispensers downstream. Some of these downstream trading partners have expressed frustration at waiting for manufacturers to commence testing.

The industry’s response to the FDA’s guidance depends on each manufacturer’s readiness prior to the announcement. Riya Cao from LSPedia explained that the stabilization phase is designed for companies that have already gone live. She expressed uncertainty about how many were eligible for stabilization and highlighted concerns about companies falling behind. She suggested that some were interpreting the discretion as a reason to postpone their work for another year. She also pointed out that for those fortunate enough to enter stabilization, there’s still a substantial amount of work ahead. They must delve into daily operations to uncover unforeseen scenarios.

Representing manufacturers at an onboarding panel, Blair Korman, Senior Director of Digital Identification & Traceability at Johnson & Johnson Supply Chain, and David Mason, Supply Chain Compliance and Serialization Lead at Sandoz, highlighted their intentions during this period. Korman stressed the importance of using this time to address matters that needed expedited solutions before. She aimed to initiate data exchanges with downstream trading partners by the end of November 2023 to allow internal teams to practice and prepare for full-scale implementation by November 2024.

Credentialing within the Verification Router Service (VRS) is an area that Korman believes requires more attention. She explained that with all this valuable data in circulation, they must ensure its protection. Credentialing can potentially help in this regard, and it might also be applied to trace requests. She emphasized that this is an opportunity to focus on areas that haven’t received much attention.

Standard Operating Procedures (SOPs) and staffing are additional areas of emphasis. Mason mentioned that they were in the process of reviewing all SOPs based on their current processes. He indicated that he would be reaching out to individuals to discuss data feedback because that’s critical. He mentioned that they were still in the process of hiring and structuring their teams. This extra year gives them more time to refine their processes. He emphasized that his focus for 2024 was error resolution for GS1, data analysis, and data management.

William Carney, Vice President of Operations at Genetco, Inc., plans to revisit their SOPs as well. He mentioned that they drafted these SOPs a couple of years ago when they began this journey. Now, they must incorporate what they’ve learned from receiving data and encountering errors to ensure that their policies align with their actual processes and comply with regulations.

They also intend to address their outbound processes to align them with error-handling policies. Carney elaborated that they were expanding the number of employees responsible for outbound checking because it would become more labor-intensive. Previously, they scanned entire cases, but now, they need to scan individual units most of the time.

On the supplier side, Anil Suresh from SAP SE acknowledged the rush to compliance to facilitate customer implementation. He mentioned that their focus now would be onboarding. Without data exchange, everything else falls apart. Their goal was to improve processes to automate onboarding and ensure that everyone is onboarded by the end of this year. Then they can concentrate on standardization, error resolution, EPCIS 1.3 adoption, exception handling, and credentialing.

Pharmacy owners and dispensers may initially feel relief, but the pharmacy trade association panelists emphasize that progress toward compliance must not halt. Ilisa Bernstein, Senior Vice President of Pharmacy Practice & Government Affairs at the American Pharmacists Association, highlighted the challenges faced by small, independent pharmacies. She explained that the independent pharmacy community was still on a significant learning curve. She stressed that there was a need to intensify education efforts and clarify that stabilization requires onboarding, which is not a simple plug-and-play solution.

The FDA’s recent guidance has shifted the focus toward a stabilization period, emphasizing the importance of continued progress and onboarding to ensure smooth data exchange by November 2024. Manufacturers, dispensers, and suppliers are recalibrating their strategies and paying attention to areas such as credentialing, SOPs, and staffing during this extended timeline to achieve compliance effectively. The message is clear: the industry must keep moving forward to meet the November 2024 deadline effectively.

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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. 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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. 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