In this article, learn from GlaxoSmithKline’s and ViiV Healthcare’s team as they discuss the key elements that enabled them to build and set up a dedicated manufacturing facility for Rukobia in only 15 months.
Typically, a new pharmaceutical manufacturing facility is expected to take at least two years to design and build from greenfield to the first round of production. However, to ensure continuity of supply for clinical trials and support future market authorisation, ViiV Healthcare – a global specialist HIV company majority owned by GSK, with Pfizer Inc. and Shionogi Limited as shareholders – set up a dedicated facility for Rukobia (fostemsavir) under an accelerated timeline of just 15 months.
This report addresses the key factors shaping pharmaceutical formulation, including regulation, QC and analysis.
Access the full report now to discover the techniques, tools and innovations that are transforming pharmaceutical formulation, and learn how to position your organisation for long-term success.
What you’ll discover:
Key trends shaping the pharmaceutical formulation sector
Innovations leading progress in pharmaceutical formulation and how senior professionals can harness their benefits
Considerations and best practices when utilising QbD during formulation of oral solid dosage forms
Can’t attend live? No worries – register to receive the recording post-event.
To find out more about the achievement and what lessons the pharma industry could learn from the project, European Pharmaceutical Review’s Hannah Balfour discussed the process with Alessandro Gainotti, Solid Dose Value Stream Lead at GSK; Valentina Rollandin, Product Owner at GSK; Valerio Carotenuto, Oral Solid Dose Engineering Value Stream Lead; and Dr Max Lataillade, Vice President and Head of Global Research Strategy, ViiV Healthcare.
EPR: Firstly, what is Rukobia and why did it require a new manufacturing facility?
Dr Lataillade: Rukobia, a pro-drug of temsavir, is an oral, first-in-class HIV-1 attachment inhibitor specifically developed for use in combination with other antiretroviral (ARV) therapies for the treatment of adults with multi-drug resistant HIV-1 infection, for whom it is otherwise not possible to construct a suppressive anti-viral regimen.
It works by attaching directly to the glycoprotein 120 (gp120) subunit on the surface of the virus, thereby blocking HIV from attaching to host immune system CD4+ T cells and preventing the virus from infecting those cells and multiplying.
In 2016, ViiV Healthcare decided to continue the Rukobia clinical programme after it was acquired from Bristol Myers Squibb. At that time, this complex but unique medicine had already been in the clinical development space for over 15 years. Because of the unique properties of Rukobia, and its sensitivity to light during certain stages of its production in particular, manufacturing has been extremely complex. To address these challenges and ensure that we could sustainably develop Rukobia, we have invested tens of millions to construct two manufacturing facilities just to make Rukobia.
Rollandin: Rukobia is a special product because its manufacture requires the use of dedicated equipment within a controlled environment, with specific lighting. Rukobia also needs to be separated from other products to be produced and that is why we decided to build a new, specialised facility.
EPR: What is the typical construction time for an oral solid dose facility and what causes the greatest delays in the process?
Carotenuto: Normally the construction of a manufacturing facility for oral solid doses takes approximately 30 to 40 percent longer than what we achieved during this project, so an extra five or six months. Of course, the length of the construction depends on the complexity of the facility, but normally the delivery of the manufacturing equipment takes the longest and, in some cases, causes delays because of its complexity.
Gainotti: The construction time and set up depends on the plant itself. Typically, at GSK, we design and build a new facility around a specific product, so we have a specific trigger with a new product coming from R&D or another manufacturing site. Sometimes we can take advantage of spare areas in our existing sites, which can of course reduce the timeline for a project. For other projects and, in the specific case of Rukobia, we needed to build a new facility from greenfield. In my experience, based on the multiple projects I have worked on, the full process of setting up a new production department from greenfield takes no less than two to two and a half years.
In some ways, technical setbacks are inevitable. Typically, the intrinsic causes of delay during the construction of a new facility are generally not directly related to the business owner, rather they are linked to supplies and suppliers. In general, the higher the number of suppliers involved in a project, the higher the risk of delay. Sometimes, issues related to supply or suppliers are technical but, more often, they are organisational, which is much more challenging to manage. Both translate into delays in the project timeline.
EPR: What are the key elements to the success of such a project?
Rollandin: The success of this project was based on the optimisation of three key areas. First, we identified critical components and prioritised these based on delivery times. For instance, in this case we finalised the equipment user requirements specification (URS), which allowed us to order the equipment while we were completing the layout of the facility. This ensured that equipment was available in time to start the manufacturing activities.
investing in technology that could further optimise project management and construction, or process implementation and introduction, as well as investing in people, are the two key elements”
Second, we introduced three-dimensional (3D) modeling, so while we were building the facility, we were able to share information on the improvements or the facility layout with stakeholders in order to receive live feedback. This meant we could correct any errors while we were developing.
Finally, we introduced processes to support product transfer activities. In this case, knowledge transfer from R&D to the commercial manufacturing site started earlier than it does for other projects. In fact, R&D colleagues were involved in the equipment design, factory acceptance testing (FAT) and some of the testing and validation we performed on the equipment.
Carotenuto: In addition, success was also related to technical decisions. For example, in terms of engineering, rather than performing all the design steps sequentially, we decided to integrate and combine some together. This allowed us to overlap in some areas, such as overlaying the feasibility and the concept design, and the plant and the utility system design with the detailed civil design.
EPR: What were the primary challenges of the project?
Carotenuto: In terms of equipment, some of the biggest challenges were related to design and qualification activities. These challenges became evident at the very beginning, when we were identifying the most critical equipment based on delivery time. A few months after we had identified the equipment we needed, we had draft URSs in our hands enabling us to buy the machines. However, because of the specific requirements for Rukobia, getting our URSs finalised within the timeframe we were working to was challenging, and required us to reschedule and introduce additional activities. Equipment documentation was also a challenge because, while every equipment supplier works with a standard package, our facility required highly customised machinery that had a really big impact on supplier documentation.
The Rukobia manufacturing facility in Parma, Italy [Credit: GSK and ViiV Healthcare].
What’s more, due to accelerated timelines, we needed to overlap the design phase of the facility with the procurement and construction of equipment, and so construction challenges arose due to civil changes in the execution phase. We also had approximately 25 different suppliers working in the construction building, as well as many subcontractors – this required us to implement clear battery limits (limits to the scope of supply) for all suppliers of process equipment in order to manage the complexity of the work, speed up installation times after delivery and avoid delays in the commissioning phase.
Rollandin: Other than the timeline, the major challenges were the planning and co-ordination between different teams, not just onsite, but all over the world. Depending on the stage, between external suppliers, internal staff and those supporting the project, there were up to 100 people needing to be co-ordinated, so the collaboration between teams was essential.
Prior to the project, GSK had begun implementing an initiative called One Pharma, which works towards integrating the whole supply team end to end, so that the various teams from R&D, franchise, supply and manufacturing to commercial are able to collaborate. This is something we are still working on.
EPR: What were the key things companies can take away from this project and implement on their own?
Carotenuto: There are three fundamental pre-requisites in overcoming the challenges of an ambitious project like the Rukobia plant. First, careful selection of partners and suppliers – we have learnt it is much better to work with those you have previous experience with, if possible. Second, the creation of a very detailed project plan with a little bit of contingency is crucial. But third, and above all, I believe that the best way to overcome the challenges and mitigate the risk of delay is to build a winning team with the right skills, clear roles and the necessary level of accountability.
It is likely that in the future, pharmaceutical companies will be asked to go even faster, as evidenced by the COVID-19 pandemic. To shorten project timelines, the key for some companies will be to standardise activities as much as possible, for instance, the qualification activities of a standard piece of equipment to speed up the activities in the design phase. Despite these tactics, however, I do not know if the construction of a building like this could be shortened any further.
Rollandin: If shortening construction was possible, I think that investing in technology that could further optimise project management and construction, or process implementation and introduction, as well as investing in people, are the two key elements.
This website uses cookies to enable, optimise and analyse site operations, as well as to provide personalised content and allow you to connect to social media. By clicking "I agree" you consent to the use of cookies for non-essential functions and the related processing of personal data. You can adjust your cookie and associated data processing preferences at any time via our "Cookie Settings". Please view our Cookie Policy to learn more about the use of cookies on our website.
This website uses cookies to improve your experience while you navigate through the website. Out of these cookies, the cookies that are categorised as ”Necessary” are stored on your browser as they are as essential for the working of basic functionalities of the website. For our other types of cookies “Advertising & Targeting”, “Analytics” and “Performance”, these help us analyse and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these different types of cookies. But opting out of some of these cookies may have an effect on your browsing experience. You can adjust the available sliders to ‘Enabled’ or ‘Disabled’, then click ‘Save and Accept’. View our Cookie Policy page.
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Cookie
Description
cookielawinfo-checkbox-advertising-targeting
The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Advertising & Targeting".
cookielawinfo-checkbox-analytics
This cookie is set by GDPR Cookie Consent WordPress Plugin. The cookie is used to remember the user consent for the cookies under the category "Analytics".
cookielawinfo-checkbox-necessary
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Necessary".
cookielawinfo-checkbox-performance
This cookie is set by GDPR Cookie Consent WordPress Plugin. The cookie is used to remember the user consent for the cookies under the category "Performance".
PHPSESSID
This cookie is native to PHP applications. The cookie is used to store and identify a users' unique session ID for the purpose of managing user session on the website. The cookie is a session cookies and is deleted when all the browser windows are closed.
viewed_cookie_policy
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
zmember_logged
This session cookie is served by our membership/subscription system and controls whether you are able to see content which is only available to logged in users.
Performance cookies are includes cookies that deliver enhanced functionalities of the website, such as caching. These cookies do not store any personal information.
Cookie
Description
cf_ob_info
This cookie is set by Cloudflare content delivery network and, in conjunction with the cookie 'cf_use_ob', is used to determine whether it should continue serving “Always Online” until the cookie expires.
cf_use_ob
This cookie is set by Cloudflare content delivery network and is used to determine whether it should continue serving “Always Online” until the cookie expires.
free_subscription_only
This session cookie is served by our membership/subscription system and controls which types of content you are able to access.
ls_smartpush
This cookie is set by Litespeed Server and allows the server to store settings to help improve performance of the site.
one_signal_sdk_db
This cookie is set by OneSignal push notifications and is used for storing user preferences in connection with their notification permission status.
YSC
This cookie is set by Youtube and is used to track the views of embedded videos.
Analytics cookies collect information about your use of the content, and in combination with previously collected information, are used to measure, understand, and report on your usage of this website.
Cookie
Description
bcookie
This cookie is set by LinkedIn. The purpose of the cookie is to enable LinkedIn functionalities on the page.
GPS
This cookie is set by YouTube and registers a unique ID for tracking users based on their geographical location
lang
This cookie is set by LinkedIn and is used to store the language preferences of a user to serve up content in that stored language the next time user visit the website.
lidc
This cookie is set by LinkedIn and used for routing.
lissc
This cookie is set by LinkedIn share Buttons and ad tags.
vuid
We embed videos from our official Vimeo channel. When you press play, Vimeo will drop third party cookies to enable the video to play and to see how long a viewer has watched the video. This cookie does not track individuals.
wow.anonymousId
This cookie is set by Spotler and tracks an anonymous visitor ID.
wow.schedule
This cookie is set by Spotler and enables it to track the Load Balance Session Queue.
wow.session
This cookie is set by Spotler to track the Internet Information Services (IIS) session state.
wow.utmvalues
This cookie is set by Spotler and stores the UTM values for the session. UTM values are specific text strings that are appended to URLs that allow Communigator to track the URLs and the UTM values when they get clicked on.
_ga
This cookie is set by Google Analytics and is used to calculate visitor, session, campaign data and keep track of site usage for the site's analytics report. It stores information anonymously and assign a randomly generated number to identify unique visitors.
_gat
This cookies is set by Google Universal Analytics to throttle the request rate to limit the collection of data on high traffic sites.
_gid
This cookie is set by Google Analytics and is used to store information of how visitors use a website and helps in creating an analytics report of how the website is doing. The data collected including the number visitors, the source where they have come from, and the pages visited in an anonymous form.
Advertising and targeting cookies help us provide our visitors with relevant ads and marketing campaigns.
Cookie
Description
advanced_ads_browser_width
This cookie is set by Advanced Ads and measures the browser width.
advanced_ads_page_impressions
This cookie is set by Advanced Ads and measures the number of previous page impressions.
advanced_ads_pro_server_info
This cookie is set by Advanced Ads and sets geo-location, user role and user capabilities. It is used by cache busting in Advanced Ads Pro when the appropriate visitor conditions are used.
advanced_ads_pro_visitor_referrer
This cookie is set by Advanced Ads and sets the referrer URL.
bscookie
This cookie is a browser ID cookie set by LinkedIn share Buttons and ad tags.
IDE
This cookie is set by Google DoubleClick and stores information about how the user uses the website and any other advertisement before visiting the website. This is used to present users with ads that are relevant to them according to the user profile.
li_sugr
This cookie is set by LinkedIn and is used for tracking.
UserMatchHistory
This cookie is set by Linkedin and is used to track visitors on multiple websites, in order to present relevant advertisement based on the visitor's preferences.
VISITOR_INFO1_LIVE
This cookie is set by YouTube. Used to track the information of the embedded YouTube videos on a website.