eprintid: 10172395
rev_number: 9
eprint_status: archive
userid: 699
dir: disk0/10/17/23/95
datestamp: 2023-06-23 13:47:06
lastmod: 2023-06-27 07:07:15
status_changed: 2023-06-23 13:47:06
type: proceedings_section
metadata_visibility: show
sword_depositor: 699
creators_name: Emes, MR
creators_name: Smith, A
creators_name: Hughes, I
title: Internal invention, external development
ispublished: pub
divisions: UCL
divisions: B04
divisions: C06
divisions: F63
note: This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions.
abstract: The success of GlaxoSmithKline’s (GSK’s) business relies on the continual identification of differentiated and innovative drugs that can be protected under patent for twenty years. Advances that can increase the number of new drugs successfully introduced to the marketplace or that can reduce the amount of time spent in the product pipeline (between identifying a potential new drug and releasing it in the marketplace) will be of great value to GSK. One way to increase the throughput of successful drugs is to increase the number of potential target compounds that enter the product pipeline. GSK has achieved this by developing a ‘high-throughput chemistry facility’, which uses advanced automation systems to perform tasks that would previously have been performed manually by chemists; this facility now plays a key role in the drug discovery process. 		During a three-year research project, and with a primary focus on this new facility, University College London has investigated GSK’s relationship with its suppliers of automation instrumentation. We have discovered that GSK often provides the ideas for new systems to its suppliers, who then develop the products commercially and sell them in the marketplace. Interestingly, so as to encourage continuity of the supply chain, GSK generally allows its suppliers to sell instrumentation produced from GSK ideas to GSK’s competitors. This paper is a case study investigating how GSK works with suppliers of equipment essential for its Research and Development process, and why this structure proves mutually beneficial.
date: 2005
date_type: published
publisher: RADMA
official_url: https://radma.net/conferences/previous-radma-conferences/
oa_status: green
full_text_type: other
language: eng
primo: open
primo_central: open_green
verified: verified_manual
elements_id: 338488
lyricists_name: Emes, Michael
lyricists_name: Smith, Alan
lyricists_id: MREME29
lyricists_id: ASMIT51
actors_name: Jayawardana, Anusha
actors_id: AJAYA51
actors_role: owner
full_text_status: public
pres_type: paper
place_of_pub: Pisa, Italy
event_title: R&D Management Conference 2005
event_location: Pisa, Italy
event_dates: 6 Jul 2005 - 8 Jul 2005
book_title: Proceedings of the R&D Management Conference 2005: Organising R&D activities: a Balancing Act
citation:        Emes, MR;    Smith, A;    Hughes, I;      (2005)    Internal invention, external development.                     In:  Proceedings of the R&D Management Conference 2005: Organising R&D activities: a Balancing Act.    RADMA: Pisa, Italy.       Green open access   
 
document_url: https://discovery.ucl.ac.uk/id/eprint/10172395/1/Emes_EmesHughesSmith_InternalInventionExternalDevelopment.pdf