Aug 1, 2009: Schering-Plough, a global science-based health care company that has presence in Singapore since 1997 as pharmaceutical manufacturer opened its first Translational Medicine Research Center (TMRC) in Singapore on February 17, 2009, with approximately 30,000 sq ft space to pave the way for the development of innovative treatments for different diseases. The TMRC, an extension of the Schering-Plough Research Institute (SPRI) in New Jersey will further establish Singapore, as becoming the region’s science and medical hub. The center will focus on biomarker discovery and development. It will feature two components; Translational Research Lab (TRL) and Translational Medicine Unit (TMU). The current total number of employees of the combined sites is 20 and Schering-Plough anticipates adding over 50 employees in the next few years.
Focus of the TRL will be on biomarker development for all therapy areas in which Schering-Plough is active: cardiovascular, central nervous system, immunology and infectious diseases, oncology, respiratory and women’s health. In addition, TRL will do biomarker discovery work in the field of oncology. In addition to regular phase I studies, TMU, expected to start operations during the last quarter of 2009, will focus on translational clinical studies in volunteers and patients. When fully operational, it is expected that the TMU will run about 20 to 30 clinical trials a year. Dr Ismail Kola, Senior Vice-President, Discovery Research, Schering-Plough Research Institute & chief scientific officer, Schering-Plough Corporation, USA, who was in Singapore for the event, shared his views about the success of Schering-Plough in the R&D space. Excerpts of the interview:
In a short span of three years, Schering–Plough has increased its compounds. What were your strategies to achieve such a milestone?
We were very diligent. We developed a strategy wherein we traced out the gap between our current state (when we were having five compounds per year) and our future state of research initiatives (we said we want to double our productivity). We worked towards closing that gap. We analyzed and came up with six factors action plan to bridge this gap. The factors include the strategy, structure, technologies, processes, people and finally the culture. We successfully acted upon the factors to close the gap. And we saw quick results which were sustainable with higher quality. At the same time, we enhanced our bottomline in discovery research.
We were very diligent. We developed a strategy wherein we traced out the gap between our current state (when we were having five compounds per year) and our future state of research initiatives (we said we want to double our productivity). We worked towards closing that gap. We analyzed and came up with six factors action plan to bridge this gap. The factors include the strategy, structure, technologies, processes, people and finally the culture. We successfully acted upon the factors to close the gap. And we saw quick results which were sustainable with higher quality. At the same time, we enhanced our bottomline in discovery research.
In 2004-05, we don’t have much of product pipeline. The labs used to produce 5.3 candidates per year and Organon Pharmaceuticals, used to produce about 5.3 compounds per year which makes it to 10.6 per year. In 2007, Schering Plough produced 12 candidates and Organon, which we acquired during the year, produced eight candidates. In 2008, we produced 15 candidates and we are very confident that in the next couple of years, we are going to continue to do that. Now, we have 12 programs with three at the registration stage and remaining nine programs in
phase III.
Since 2007, we have doubled the productivity at the discovery programs. And we were able to reduce time from candidate declaration in two of our programs to first-in-man from six to nine months. We delivered exceptional results. By the end of March, we will be having second two year portfolio analysis meeting wherein the team of over 130 will discuss and analyze the current position and future plans using the same play book.
Can we expect that the number of compounds will increase from 15- 30 per year in the coming years?
No, we declared that 15 is what we are looking at. That is where we want to be. We want to keep up at that range. However, now we want to look at quality and pick up time. We are through with the short term goals. Now, we have to look for long term goals such as fast to eliminate the loser candidates and programs. Pick the winners. That should be the mind set, where we have to work upon, now and always try to motivate and energize the scientific base so that scientists can create and think outside the domain so that innovation can drive.
Are you looking at R&D collaborations with for your product pipeline?
For the products which are at different stages of clinical trials are all in house and no collaboration involved. A lot of them are home grown. However, we do have collaborations with the few companies in the US. We believe in balance strategy, which means balance between biologics and small molecules, primary care and specialty care. We do have internal vs external discoveries strategy. We have balance between Novel and Precedented targets. So, we go in for first-in-class and best-in-class products.
Do you have any plans of acquiring any companies to push up the product pipeline?
Our product pipeline is very robust. We are always vigilant about what is going on and what opportunities are available.
Considering the rapid growth of biotech industry in Asia Pacific, do you see collaboration opportunities with these companies?
No, we declared that 15 is what we are looking at. That is where we want to be. We want to keep up at that range. However, now we want to look at quality and pick up time. We are through with the short term goals. Now, we have to look for long term goals such as fast to eliminate the loser candidates and programs. Pick the winners. That should be the mind set, where we have to work upon, now and always try to motivate and energize the scientific base so that scientists can create and think outside the domain so that innovation can drive. For the products which are at different stages of clinical trials are all in house and no collaboration involved. A lot of them are home grown. However, we do have collaborations with the few companies in the US. We believe in balance strategy, which means balance between biologics and small molecules, primary care and specialty care. We do have internal vs external discoveries strategy. We have balance between Novel and Precedented targets. So, we go in for first-in-class and best-in-class products. Our product pipeline is very robust. We are always vigilant about what is going on and what opportunities are available. We are looking at the opportunities in the region. One of the first things we are hoping for is creating a foot print in the region.
What are your views about Australian biotech companies for tie-ups?
We have strong relations with Australia. I am an Australian citizen and spent 15 years as a professor there. I have deep contacts with Australia. We are always vigilant about what is happening around the globe and very much in the Asia Pacific region.
How about India and China?
We are looking at India and China, mainly because there we see a lot of activities and growth potential and at Singapore as well. A lot of activities are happening in these countries. We strategically believe that in the long term, India and China will emerge as strong economies with tremendous growth opportunities. And we have to focus on these countries.
Do you have any plans of setting up R&D center in India?
We have strong relations with Australia. I am an Australian citizen and spent 15 years as a professor there. I have deep contacts with Australia. We are always vigilant about what is happening around the globe and very much in the Asia Pacific region. We are looking at India and China, mainly because there we see a lot of activities and growth potential and at Singapore as well. A lot of activities are happening in these countries. We strategically believe that in the long term, India and China will emerge as strong economies with tremendous growth opportunities. And we have to focus on these countries. We are still in fact finding and mapping stage in India. We are looking at it. I visited many places in India in November 2007, looking for opportunities. Last year, three–four companies visited us with business opportunities. We are discussing with the companies in India.
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