Strategic Clinical Sourcing: Managing Costs and CROs
Strategic Clinical Sourcing: Managing Costs and CROs
Perfect the CRO selection and management process - and guarantee trial success
Strategic Clinical Sourcing: Managing Costs and CROs aims to improve your company's clinical outsourcing decision-making during every step of the process - from strategy setting to daily relationship management. Trial cost and timeline benchmarks - coupled with input from leading executives - will show trial teams how to efficiently and effectively manage outsourced trials.
Establish the tone for success with a proactive strategy
Trials will run into obstacles - it's a fact. But attention to detail when assessing clinical needs and anticipating problems goes a long way toward desired outcomes. The report examines the groups and individuals who set strategy, the breakdown of tasks outsourced to vendors and the treatment of patient recruiting, a recurring challenge for trial teams.
Learn what other companies pay for outsourced trial activities
Clinical vendors' expertise provides great opportunities for cost savings. Be confident in knowing that you are paying acceptable rates - benchmark against examples of trial budgets and unit hour costs for nine key roles. Also, data on peak-level headcounts for specific trial roles will help your company zero in on staffing needs.
Find the CRO best suited to your project and negotiate the contract
Clinical outcomes could ultimately bring lucrative results, so it's important to choose a CRO wisely. Our study details a wide range of CRO traits and includes performance rankings of actual CROs. Beyond vendor selection, we reveal timeline data and strategies for improving the proposal review process.
Resolve conflicts quickly and ensure top-quality performance
Effectively managing trial progress, vendor relationships and development costs requires attention to both qualitative and quantitative performance indicators. Using data benchmarks and best practices, this chapter explores common complications that hinder trials, and it provides preventative solutions. Key topics include contract negotiation, vendor compensation, CRO performance and conflict resolution.
Sample Content from the Report
The following excerpt is taken from Chapter 1, "Clinical Outsourcing Strategy" section 1, "Evaluation of Core Clinical Development Capabilities."
Outsourcing Strategy and Vendor Selection
A major difficulty faced by most teams is disagreement over vendor selection. From a strategic perspective, a CRO's (or other vendor's) size and reach factor directly into project plans. Different stakeholders will advocate niche- or full-service options, and the potential use of different vendors will impact decisions around specific activities. On a broader level, vendor ability to deliver satisfactory results for any given task will impact project management and outsourcing strategy.
Multifunctional involvement in the setting of outsourcing strategy ultimately aids vendor selection. Involving key stakeholders at an early point helps to align expectations, objectives and processes. In other words, as one sourcing executive put it, working across functions "gets everyone on the same page." Different individuals and groups have the opportunity to share opinions on key tasks, in-house needs and vendor capabilities as the lead team determines what to outsource and to whom they should hand specific activities.
As the process continues, internal familiarity helps to defuse - or at least lessen - inevitable differences and keep outsourcing strategy focused. If stakeholders are used to working together, they are more likely to find common ground when called upon to make project decisions. To one degree or another, shared experience and strategic vision provide a working foundation for all stakeholders.
One strategic path that aids in this process, the use of preferred vendors, can deliver outstanding results - or leave clients with a project's worth of unfulfilled promises. The best ongoing relationships position vendors as external arms of the clinical development group. Over time, they build deep knowledge of client objectives, processes and concerns. That information, combined with strong working relationships forged by constant contact in project after project, positions the vendor to best meet sponsor needs.
When the system works, it eliminates the need for a lengthy vendor-selection process. Better yet, the client knows what to expect and does not have to spend time training the vendor in internal minutiae.
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