Although Cadila's profile is largely in generics, it is investing heavily in R&D to develop a hybrid profile and to bring
new chemical entities to the market, in particular in the field of adjuvants. The company is also working on drug-delivery
systems. Recognizing the dual nature of his organization, Khamar adds, "We support the large generic companies as far as APIs
are concerned and work in partnership with them, but today we also have a platform to work with the innovating companies on
a partnership model. "
Made-in-India Excellence: Dabur
Cadila is representative of various players that may soon bring additional value to the industry, both locally and globally.
Modi, who has been at the forefront of the sector as president of the Indian Drug Manufacturers' Association (IDMA) and chairman
of the Basic Chemicals, Pharmaceuticals, and Cosmetics Export Promotion Council (CHEMEXCIL), has been credited many times
over for his belief in the strength of the public-private partnership and the positive impact of the 1970 Indian Patents Act
on the industry. Today, he aims to provide a clear international approach to his organization and is proud to point out his
company's five abbreviated new drug applications with the US Food and Drug Administration. The applications will be followed
by two to three more this year, and as many as six in 2008.
Meanwhile, on the API front, Cadila, under the leadership of Rajiv Varma, president of the company's API business, has 15
drug master files and will be submitting 10 to 12 per year going forward. It seems clear, therefore, that Cadila's dynamism
isn't about to wane—rather, Cadila is a company to watch.
Serving the World
Profile: Dishman Pharmaceuticals and Chemicals Limited
Contract research and manufacturing services (CRAMS) is a favored model among many Indian pharmaceutical companies. Some have
added these activities to their core business alongside development, realizing its potential for outsourcing to the West.
Others established their companies with CRAMS from the onset. Take Dishman Pharmaceuticals and Chemicals Limited (Ahmedabad),
one of India's largest companies. Since its establishment in 1989, the company's managing director, J.R. Vyas, has taken a
unique approach compared with other local manufacturers. "Most of the companies here went after generic APIs [active pharmaceutical
ingredients], then generic formulations," he explains. "The awareness for CRAMS has risen later, in particular for mid-sized
companies. But opportunities lay for this size of companies: The model will become stronger and stronger in the years to come
as Big Pharma companies who can also do it have already put their priorities somewhere else, like in formulations, creating
their own field forces in Europe and the US and geting better value from their formulated products."
With a strong base in specialty chemicals and a solid research and development backbone established following a $100 million
investment, Dishman can help formulators develop compounds on scales from grams to tons. But the unusual aspect of the company's
model is its strong noncompetitive dimension—the company is not a generic player. "We are a pioneer in the CRAMS profile and
have to create our own structured models," explains Vyas. "We are not into generic APIs although we are producing intermediates
and have the capabilities to develop generic products when required. So we have a technology-transfer division where we develop
technologies for our customers, license them for a small fee, but offer to our clients the possibility to enter a supply agreement
for the intermediates. This is both an innovative and contract manufacturing agreement model."