significantly dependent upon the expertise of
the PM to provide compatible service offerings.
However, the model itself is based upon a
cooperative, risk-sharing foundation between
the client and the PM. It is not uncommon to
invoice for services rendered only after the
project has been successfully completed.
The proliferation of start-up firms within
ABOUT THE AUTHOR:
the life sciences market highlights the need
for competent, highly skilled vendor part-
ners capable of handling custom chemistry
projects. Effective outsourcing to CROs/
CMOs provides a significant opportunity
to accelerate product development, main-
tain operating budgets, and use internal
resources effectively- for the life science
industry as a whole. A wider acceptance of
the benefits of such a relationship can only
be gained by fostering a greater understand-
ing of the outsourcing process. Start-up
organizations may find that, in many cases,
the Project Management Model offers the
most benefits when it comes to successfully
commercializing technology within the
shortest amount of time. ■
Christopher Kulp serves as Executive Vice
President at Richman Chemical. He has years
of experience in development and manufacturing within the pharmaceutical and chemical industries, and has four U.S. patents
and two European patents to his credit. He
has contributed to successful commercialization efforts in the areas of natural and
synthetic polymers, organometallics, and
pharmaceuticals. Chris has an M.S. from
Stevens Institute of Technology and an MBA
from Temple University.
ABOUT RICHMAN CHEMICAL
Richman Chemical, Inc. provides custom
chemical synthesis, custom manufacturing,
and raw material sourcing in the life sciences, specialty chemical, biotechnology,
pharmaceutical and emerging technology
industries. Founded in 1988 by Ed Richman,
the company is headquartered outside of
Philadelphia. For more information visit
tively expands the potential sources for any
company engaging in outsourcing. The PM
provides industry vendors, such as contract
research organizations (CROs) or contract
manufacturing organizations (CMOs), with
technical competencies, scope of capabilities, track record, business culture, available equipment, manufacturing capacity,
scalability, and reliability. A PM is assigned
to the client in need to handle its specific
requirements. The PM functions as the client’s de facto outsourcing department--but
without the internal cost.
A competent PM should provide extensive
technical and manufacturing experience
leading to compressed timelines, lower
costs and increased technical capabilities.
This allows for improved focus on new technology development and sales/marketing
efforts. Furthermore, PMs can facilitate the
provision of auxiliary services as needed,
including product development, raw material sourcing, and logistics coordination and
Within the parameters of the Project
Management model, the outsourcing client is
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