Frank Van Gelder and Trevor Caswell FG: Secretary General TC: Chair PHARMA.AERO
How did Pharma.Aero’s growth strategy evolve in 2024?
FG: We are seeing increasing participation from synchromodal and multimodal end-to-end partners. This shift allows us to fully cover the entire logistics ecosystem. The Life Science Manufacturers Advisory Platform (LMAP) has grown rapidly, now including over 20 major global pharmaceutical manufacturers. We maintain strong partnerships with academic institutions, particularly in the areas of supply chain and logistics research. How is Pharma.Aero strengthening its presence in the US pharmaceutical market?
FG: There is an enormous acceleration of pharmaceutical development in North America—nearly 70% of all new drugs are developed in the US. This prompted us to strengthen our presence and focus on North America, despite our European origins.
TC: Pharma.Aero’s strategy in the US focuses on regional partnerships, particularly with airports. We engage with markets like Chicago, Boston, Dallas, and Miami, connecting with both industry and academic partners. How can the healthcare industry ensure a more resilient supply chain?
TC: The industry must invest in specialized infrastructure to handle the evolving supply chain needs, especially for small, time-sensitive shipments like personalized medicine with short shelf lives. Transparency from start to finish is crucial. Companies must accept the inevitability of digital transformation and invest in specialized facilities to sustain the future of healthcare logistics. How are e-commerce models changing pharmaceutical logistics?
FG: The term "Amazonization" captures the shift to e-commerce where the customer, or in healthcare’s case, the patient, is at the center. In e-commerce, the customer controls the process—ordering, receiving, and returning. Similarly, healthcare is becoming more patient-centric, where the patient has a voice in their therapy and how it’s delivered. The key difference with Amazon is that it is not just acquiring companies, but entire ecosystems—buying hospitals, pharmacies, logistics, and even aircraft. This model of integration and patient-centeredness is the future of healthcare, and Amazon’s expertise in this approach is reshaping the industry.
Raphaël Chin-Fo-Sieeuw VP Life Sciences and Healthcare Americas DHL GROUP
How is the life sciences industry evolving, and how will DHL remain relevant amid changes?
Patient centricity is reshaping the logistics supply chain and the life sciences industry. Advanced therapies, biopharma growth and the rise of digital healthcare are driving major changes. Pharma companies are increasingly focused on direct patient engagement through digitalization, while predictive analytics and evolving ecosystems are transforming the landscape. New players are entering the space, including tech companies becoming medical device providers through wearables. Two other key forces shaping the industry are sustainability and resilience. The pandemic highlighted the critical need for supply chain resilience, making it a boardroom priority. This is driving strategic decisions around nearshoring, capacity expansion, and innovation. How does inorganic growth fit into the company’s expansion strategy?
Acquisitions are driven by capability assessments, aimed at building expertise rather than scale. For example, the NTA (New Transport Applications) acquisition in Mexico two years ago strengthened DHL’s service offering. How is the personalization of medicine shaping the logistics pace?
Pharmaceutical companies are increasing their focus on biopharma and specialty pharma, with many divesting from consumer healthcare and generics businesses. Specialty pharmaceuticals now require colder storage, with temperatures dropping to cryogenic levels. This shift requires significant investments in infrastructure. Supply chains are evolving, with advancements in personalized therapies and AI accelerating development. These therapies are driving direct-to-X models, including direct to patients, hospitals, and pharmacies. Direct-to-consumer models are inherently complex. Delivering to patients at home creates logistical challenges, requiring agility and flexibility. Regulatory and compliance demands add further complications. As therapies become more personalized, supply chains grow increasingly intricate. What is the focus for 2025 for DHL?
With Strategy 2030 released last year, identifying capability gaps and investment opportunities is now the priority. The company is closely tracking market trends and the evolving logistics and trade landscape. Life sciences will be a major focus and is an area where we expect growth.