Management and Malaise
For a long time it has been a mystery to me why companies that have adopted the most enlightened CRM programs, often these days the very same people w...
For a long time it has been a mystery to me why companies that have adopted the most enlightened CRM programs, often these days the very same people who have embraced environmental and social responsibility with the fervor of a convert, treat their staff like a 19th century counting house. I really do think that empowerment is the concept most likely to be accepted in principle but snatched back in practice.
That attitude is enshrined in legislation. It is, says the National Partnership for Women & Families, a national scandal that 145 countries guarantee paid sick days—but the United States, the wealthiest nation in the world, is not one of them. Half the nation’s private sector employees (and nearly 80 percent of low-wage workers) don’t have any paid sick leave. And nearly 100 million workers don’t have paid sick days to care for a sick child. As a result, people are likely to haul themselves into work, unable to contribute other than by spreading germs among their co-workers.
Things aren’t much better at the local level. It was as recently as 2006 that San Francisco passed the nation’s first ordinance providing all workers in the city paid sick days in a scheme that also allows workers to use sick days to care for ailing family members.
The Healthy Families Act, sponsored by Senator Edward Kennedy and a record number of co-sponsors, proposes seven statutory sick days each year, and though that legislation has been stalled for some time by the Senate after being passed in the House we may expect it to once again become a hot issue as presidential elections approach. Senator McCain was opposed to increasing the federal minimum wage and his failure to address the private insurance bias of healthcare provision - a separate issue from sick pay though so closely related that it’s impossible to consider one without the other - makes it unlikely that he’ll think the country can afford mandatory sick pay.
Hillary Clinton is one of the Act’s co-sponsors. For his part Barack Obama welcomed the July 24 increase in minimum wage (the first raise in ten years) saying: “This increase was long overdue. We stood up to corporate special interests that wanted to deny hard working Americans the basic dignity of a small increase in pay.” For much the same reasons he supports the seven day provision in the Healthy Families Act. There are arguments on both sides of course, with organizations like the Small Business and Entrepreneurship Council arguing that smaller employers, start-ups, and those faced with tightening margins at this time might be forced out of business by any increase in their liability.
Business thermometerWhen you start to hear pleading of this sort, though, it’s like hearing a voice from the bad old days. One entrepreneur told me the other day that sick days are like a thermometer for a business.
The challenges to vaccine distribution affecting everyone
While it is comforting to know that vaccines against COVID-19 are showing remarkable efficacy, the world still faces intractable challenges with vaccine distribution. Specifically, the sheer number of vaccines required and the complexity of global supply chains are sure to present problems we have neither experienced nor even imagined.
Current projections estimate that we could need 12-15 billion doses of vaccine, but the largest vaccine manufacturers produce less than half this volume in a year. To understand the scale of the problem, imagine stacking one billion pennies – you would have a stack that is 950 miles high. Now, think of that times ten. This is a massive problem that one nation can’t solve alone.
Even if we have a vaccine – can we make enough? Based on current projections, Pfizer expects to produce up to 1.3 billion doses this year. Moderna is working to expand its capacity to one billion units this year. Serum Institute of India, the world’s largest vaccine producer, is likely to produce 60% of the 3 billion doses committed by AstraZeneca, Johnson & Johnson and Sanofi. This leaves us about 7 billion doses short.
Expanding vaccine production for most regions in the world is complicated and time-consuming. Unlike many traditional manufacturing operations that can expand relatively quickly and with limited regulation, pharmaceutical production must meet current good manufacturing practice (CGMP) guidelines. So, not only does it take time to transition from R&D to commercial manufacturing, but it could also take an additional six months to achieve CGMP certification.
The problem becomes even more complex when considering the co-products required. Glass vials and syringes are just two of the most essential co-products needed to produce a vaccine. Last year, before COVID-19, global demand for glass vials was 12 billion. Even if it is safe to dispense ten doses per vial, there is certain to be significant pressure on world supply of the materials needed to package and distribute a vaccine.
It is imperative drug manufacturers and their raw material suppliers have clear visibility of production plans and raw material availability if there is any hope of optimizing scarce resources and maximising production yield.
It is widely known by now that temperature is a critical factor for the COVID-19 vaccine. Even the regions with the most developed logistics infrastructures and resources needed to support a cold-chain network are sure to struggle with distribution.
For the United States alone, State and local health agencies have determined distribution costs will exceed $8.4 billion, including $3 billion for workforce recruitment and training; $1.2 billion for cold-chain, $1 billion vaccination sites and $0.5 billion IT upgrades.
The complexity of the problem increases further when considering countries such as India that do not have cold-chain logistics networks that meet vaccine requirements. Despite India’s network of 28,000 cold-chain units, none are capable of transporting vaccines below -25°Celsius. While India’s Serum Institute has licensed to manufacture AstraZeneca’s vaccine, which can reportedly be stored in standard refrigerated environments, even a regular vaccine cold chain poses major challenges.
Furthermore, security will undoubtedly become a significant concern that global authorities must address with a coordinated solution. According to the Pharmaceutical Security Institute, theft and counterfeiting of pharmaceutical products rose nearly 70% over the past five years. As with any valuable and scarce product, counterfeits will emerge. Suppliers and producers are actively working on innovative approaches to limit black-market interference. Corning, for example, is equipping vials with black-light verification to curb counterfeiting.
Clearly, this is a global problem that will require an unprecedented level of collaboration and coordination.
Disconnected information systems
While it is unreasonable to expect every country around the world will suddenly adopt a standard technology that would provide immediate, accurate and available information for everyone, it is not unreasonable to think that we can align on a standard taxonomy that can serve as a Rosetta Stone for collaboration.
A shared view of the situation (inventory, raw materials, delivery, defects) will provide every nation with the necessary information to make life-saving decisions, such as resource pooling, stock allocations and population coverage.
By allowing one central authority, such as the World Health Organization, to organize and align global leaders to a single collaboration standard, such as GS1, and a standard sharing protocol, such as DSCSA, then every supply chain participant will have the ability to predict, plan and execute in a way that maximises global health.
Political influence and social equality
As if we don’t have enough stress and churn in today’s geopolitical environment, we must now include the challenge of “vaccine nationalism.” While this might not appear to be a supply chain problem, per se, it is a critical challenge that will hinge on supply chain capabilities.
In response to the critical supply issues the world experienced with SARS-CoV-2, the World Health Organization, Gavi, the Vaccine Alliance and the Coalition for Epidemic Preparedness Innovations (CEPI) formed Covax: a coalition dedicated to equitable distribution of 2 billion doses of approved vaccines to its 172 member countries. Covax is currently facilitating a purchasing pool and has made commitments to buy massive quantities of approved vaccines when they become available.
However, several political powerhouse countries, such as the United States and Russia, are not participating. Instead, they are striking bilateral deals with drug manufacturers – essentially, competing with the rest of the world to secure a national supply. Allocating scarce resources is never easy, but when availability could mean the difference between life and death, it becomes almost impossible.
Global production, distribution and social equality present dependent yet conflicting realities that will demand global supply chains provide complete transparency and an immutable chain of custody imperative to vaccine distribution.
The technology is available today – we just need to use it. We have the ability to track every batch, pallet, box, vile and dose along the supply chain. We have the ability to know with absolute certainty that the vaccine is approved, where and when it was manufactured, how it was handled and whether it was compromised at any point in the supply chain. Modern blockchain technologies should be applied so that every nation, institution, regulator, doctor and patient can have confidence in knowing that they are making an impact in eradicating COVID-19.