編者按：“讓天下沒(méi)有難做的藥，難治的病”，是初心，更是愿景。二十五年來(lái)，藥明康德步履不停：從一間實(shí)驗(yàn)室，到覆蓋亞洲、歐洲和北美的全球網(wǎng)絡(luò)。從早期的化學(xué)合成服務(wù)，到貫穿研究（R）、開(kāi)發(fā)（D）和生產(chǎn)（M）的一體化平臺(tái)。從第一位客戶(hù)，到全球三十多個(gè)國(guó)家的數(shù)千合作伙伴。不斷發(fā)展的，是規(guī)模與能力；始終堅(jiān)守的，是夢(mèng)想與承諾。

致敬來(lái)時(shí)路，共譜新篇章！在二十五周年之際，我們以“逐夢(mèng)者”視角，回顧藥明康德成長(zhǎng)發(fā)展的崢嶸歲月，回望賦能客戶(hù)創(chuàng)新的并肩往事，更以獨(dú)特的“藥明精神”展望未來(lái)新篇章。

去年夏天，傅小勇博士迎來(lái)了一位老朋友的訪問(wèn)。

多年前，這位老朋友還是一家初創(chuàng)公司的高管，就一款抗癌新藥與藥明康德子公司合全藥業(yè)展開(kāi)合作。

合全藥業(yè)團(tuán)隊(duì)從該藥物的第一個(gè)生產(chǎn)批次做起，一直支持到了這款藥物商業(yè)化階段生產(chǎn)，完成全周期的閉環(huán)。

最終，藥物成功推向市場(chǎng)，成為一款延長(zhǎng)無(wú)數(shù)癌癥患者生命的“重磅炸彈”。這家初創(chuàng)公司也被一家大型藥企收購(gòu)，迎來(lái)新的發(fā)展篇章。

再次見(jiàn)到傅小勇博士，這名高管難掩激動(dòng)：“小勇，之前的抗癌藥，你們將上市時(shí)間提前了數(shù)月，成千上萬(wàn)的患者因此可以更早地獲得治療�！�

如今，這位曾經(jīng)的合作伙伴已經(jīng)創(chuàng)立新公司，為患者開(kāi)發(fā)全新藥物。他也決定在新的征程中再次與藥明康德攜手并進(jìn)——“無(wú)論外部環(huán)境如何變化，我們新公司的每一款產(chǎn)品，都將繼續(xù)使用藥明康德的服務(wù)。”這名高管說(shuō)道。

對(duì)傅小勇博士而言，他又一次深切體會(huì)到“藥明速度”對(duì)客戶(hù)、對(duì)患者的深遠(yuǎn)影響。對(duì)于合作伙伴投以的信任，他深表感激。

這個(gè)案例，是藥明康德二十五年來(lái)以一體化CRDMO模式賦能新藥研發(fā)，贏得客戶(hù)信任的一個(gè)縮影。

一體化平臺(tái)，推動(dòng)速度與質(zhì)量“飛輪”

2012年，傅小勇博士成為藥明康德的一員，親歷了公司小分子CRDMO模式的發(fā)展與完善。從化學(xué)早期研發(fā)業(yè)務(wù)起步，藥明康德逐漸打通了早期發(fā)現(xiàn)（R）、工藝開(kāi)發(fā)（D）到商業(yè)化生產(chǎn)（M）的全鏈條。

作為藥明康德化學(xué)業(yè)務(wù)的重要組成部分，合全藥業(yè)多年來(lái)快速發(fā)展，已在亞洲、北美及歐洲地區(qū)設(shè)立研發(fā)及生產(chǎn)基地，為全球合作伙伴提供從小分子原料藥到制劑的一體化賦能。

如今，作為藥明康德執(zhí)行副總裁、合全藥業(yè)負(fù)責(zé)人，傅小勇博士正在帶領(lǐng)團(tuán)隊(duì)，以“藥明速度”支持全球合作伙伴，將一款款小分子新藥加速推向市場(chǎng)，給無(wú)數(shù)患者帶來(lái)新生。

數(shù)據(jù)是最好的證明。根據(jù)公開(kāi)數(shù)據(jù)，2024年初到2025年上半年期間，在美國(guó)FDA批準(zhǔn)的40款小分子新藥中，藥明康德支持了其中的8款。

藥明康德是如何做到的？

面對(duì)這個(gè)問(wèn)題，傅小勇博士語(yǔ)氣堅(jiān)定：“我們能在高質(zhì)量標(biāo)準(zhǔn)下，以極高的執(zhí)行速度為客戶(hù)提供服務(wù)�！�

在醫(yī)藥行業(yè)深耕幾十年，傅小勇博士見(jiàn)過(guò)太多“速度決定成敗”的案例。

創(chuàng)新藥研發(fā)總是在與時(shí)間賽跑。“有時(shí)早啟動(dòng)臨床一個(gè)月，可能就意味著未來(lái)上市時(shí)間提前一年甚至數(shù)年�！�

對(duì)于醫(yī)藥企業(yè)，速度意味著可以更快將新藥推向市場(chǎng)，更早將資源投入后續(xù)研發(fā)，形成創(chuàng)新的良性循環(huán)。

對(duì)于患者，新藥問(wèn)世的速度更是直接決定了有多少患者能盡早控制病情，乃至挽救生命。

文章開(kāi)頭的抗癌藥故事，正是“藥明速度”助力眾多新藥提前上市的一個(gè)縮影。

體現(xiàn)藥明康德能力的另一個(gè)關(guān)鍵詞是質(zhì)量。

“公司高水平的全球質(zhì)量體系是基石，這使我們能夠滿足全球監(jiān)管機(jī)構(gòu)的嚴(yán)格要求�！备敌∮虏┦砍錆M底氣。

二十五年來(lái)，藥明康德持之以恒地建立起了覆蓋新藥研發(fā)全生命周期的質(zhì)量體系。

數(shù)據(jù)顯示，2009年以來(lái)，藥明康德化學(xué)業(yè)務(wù)平臺(tái)成功通過(guò)全球監(jiān)管機(jī)構(gòu)的審計(jì)超過(guò)140次。得益于出色的質(zhì)量記錄，25次新藥上市批準(zhǔn)前檢查（PAI，Pre-Approval Inspection）獲得美國(guó)FDA和EMA豁免。

嚴(yán)格的質(zhì)量管理不僅讓客戶(hù)感到安心，同時(shí)也反哺了速度優(yōu)勢(shì)。

在很多人的直覺(jué)中，質(zhì)量與速度似乎是一對(duì)矛盾體。但在新藥的工藝開(kāi)發(fā)和生產(chǎn)領(lǐng)域，邏輯則完全不同。

對(duì)此，傅小勇博士以第一批放大生產(chǎn)為例解釋?zhuān)寒?dāng)工藝從實(shí)驗(yàn)室轉(zhuǎn)移到工廠時(shí)，溫度、設(shè)備性能等一系列因素的變化可能導(dǎo)致批次失敗，而失敗可能意味著數(shù)周甚至數(shù)月的返工，以及大量材料損失。從實(shí)驗(yàn)室到生產(chǎn)工廠，高質(zhì)量的“一次性成功”對(duì)客戶(hù)而言至關(guān)重要。

只有確保了質(zhì)量，速度才能真正轉(zhuǎn)變?yōu)楦斓捻?xiàng)目進(jìn)度。

而將速度與質(zhì)量完美銜接在一起的，正是藥明康德的一體化平臺(tái)優(yōu)勢(shì)。

傅小勇博士描述了一個(gè)場(chǎng)景：如果客戶(hù)委托供應(yīng)商A生產(chǎn)原料藥，卻將制劑生產(chǎn)交給了供應(yīng)商B。原料藥完成后，供應(yīng)商B必須重新驗(yàn)證材料、文件和方法�！罢麄�(gè)交接過(guò)程可能耗時(shí)數(shù)周，更不用說(shuō)過(guò)程中可能存在的其他風(fēng)險(xiǎn)�！�

相比之下，藥明康德的一體化模式能夠在“同一屋檐下”執(zhí)行不同環(huán)節(jié)，原料藥的很多質(zhì)量體系與分析方法可以直接應(yīng)用于制劑生產(chǎn)，縮短關(guān)鍵路徑的用時(shí)。

同時(shí)，在一體化平臺(tái)上，藥明康德的不同團(tuán)隊(duì)能夠高效協(xié)調(diào)，從原料藥到制劑的工藝開(kāi)發(fā)和生產(chǎn)各環(huán)節(jié)平行啟動(dòng)、無(wú)縫銜接。例如在完成原料藥工藝開(kāi)發(fā)并準(zhǔn)備進(jìn)行放大生產(chǎn)時(shí)，可以在放大批次生產(chǎn)之前，提前啟動(dòng)少量樣品制備用于制劑工藝開(kāi)發(fā)，提前啟動(dòng)一系列實(shí)驗(yàn)室研發(fā)工作，從而避免了流程間的時(shí)間延誤。

“這種一體化模式可以幫助客戶(hù)的項(xiàng)目提前1~2個(gè)月甚至更長(zhǎng)時(shí)間進(jìn)入臨床。”傅小勇博士解釋道。

修煉內(nèi)功，應(yīng)對(duì)小分子新挑戰(zhàn)

從業(yè)三十多年，傅小勇博士持續(xù)見(jiàn)證著小分子產(chǎn)業(yè)的發(fā)展趨勢(shì)和挑戰(zhàn)。

當(dāng)前，小分子依然占據(jù)全球新藥研發(fā)管線的半壁江山。為了攻克更多疾病靶點(diǎn)，尤其是曾經(jīng)“不可成藥”的靶點(diǎn)，小分子藥物的結(jié)構(gòu)愈發(fā)復(fù)雜、分子量也持續(xù)增加。

過(guò)去，制藥行業(yè)內(nèi)流行著一套評(píng)估小分子化合物成藥可能性的“里賓斯基五規(guī)則”（Lipinski's rule of five）。這套規(guī)則的第一條，就指出化合物的分子量應(yīng)該小于500道爾頓，否則分子在體內(nèi)的溶解度將大打折扣。

而數(shù)據(jù)顯示，過(guò)去5年，分子量超過(guò)600道爾頓的小分子比例增加了63%，合成步驟超過(guò)20步、甚至30~50步的復(fù)雜分子也逐漸增多。

這種分子復(fù)雜性的增加，對(duì)新藥工藝開(kāi)發(fā)和生產(chǎn)的質(zhì)量和效率提出了更高要求。

但在傅小勇博士看來(lái)，這恰恰是藥明康德更好地賦能合作伙伴的巨大機(jī)會(huì)。

原因很好理解。經(jīng)過(guò)25年的發(fā)展和積累，藥明康德通過(guò)不斷理解創(chuàng)新趨勢(shì)和客戶(hù)需求，已提前布局、建立了解決復(fù)雜分子挑戰(zhàn)的全面的技術(shù)和能力。

例如，為提升復(fù)雜藥物分子的溶解度，合全藥業(yè)多年來(lái)打造了包括噴霧干燥、熱熔擠出、納米懸浮、液體膠囊、脂質(zhì)納米顆粒等全方位的工藝技術(shù)平臺(tái)。

其中，噴霧干燥技術(shù)被業(yè)內(nèi)普遍認(rèn)為是提升復(fù)雜分子口服吸收效率最有效的手段。

在這一技術(shù)領(lǐng)域，從上海外高橋、到常州、泰興基地，合全藥業(yè)已經(jīng)建立了從實(shí)驗(yàn)室規(guī)模到商業(yè)化階段的全面噴霧干燥能力。在瑞士庫(kù)威基地，全新的噴霧干燥生產(chǎn)線也預(yù)計(jì)將于明年第四季度全面投入運(yùn)營(yíng)。

“即使在全球范圍內(nèi)，也只有少數(shù)公司擁有如此大規(guī)模的噴霧干燥產(chǎn)能�！�傅小勇博士提到。

不僅是噴霧干燥，合全藥業(yè)還在酶催化、連續(xù)化生產(chǎn)以及制劑新技術(shù)等領(lǐng)域不斷投入，更好地賦能全球客戶(hù)的新藥研發(fā)。

隨著平臺(tái)能力與產(chǎn)能的提升，藥明康德有能力解決更多客戶(hù)面臨的新挑戰(zhàn)，為更多復(fù)雜的新藥鋪平問(wèn)世的道路。

傅小勇博士提到兩個(gè)案例。在一項(xiàng)合作中，一款復(fù)雜候選藥物分子的初始總收率低至幾十個(gè)PPM（parts per million）級(jí)別。換言之，在整個(gè)化學(xué)合成過(guò)程中，目標(biāo)產(chǎn)物的產(chǎn)量微乎其微，僅有理論產(chǎn)量的百萬(wàn)分之幾十。

即使是對(duì)于身經(jīng)百戰(zhàn)的傅小勇博士而言，這也是他“從業(yè)幾十年來(lái)從未見(jiàn)過(guò)的化學(xué)挑戰(zhàn)”。

好在，藥明康德長(zhǎng)期、全面的能力可以隨時(shí)應(yīng)對(duì)挑戰(zhàn)。在合全藥業(yè)技術(shù)團(tuán)隊(duì)與客戶(hù)合作重新設(shè)計(jì)合成路線后，難題最終被攻克。藥明康德已為客戶(hù)提供數(shù)百公斤的原料藥以支持臨床試驗(yàn)，如今，公司正在進(jìn)行更大規(guī)模生產(chǎn)，以支持這款分子未來(lái)潛在的商業(yè)化需求。

在另一個(gè)案例中，一位客戶(hù)發(fā)來(lái)緊急請(qǐng)求：一款已上市藥物因某一供應(yīng)商生產(chǎn)批次的雜質(zhì)問(wèn)題，需要在短時(shí)間內(nèi)解決問(wèn)題。若不及時(shí)解決，眾多依賴(lài)這款藥物的患者將面臨“斷供”的困境。

患者的生命不是兒戲。接到客戶(hù)需求后，合全藥業(yè)第一時(shí)間行動(dòng)，多個(gè)團(tuán)隊(duì)高效協(xié)作，開(kāi)發(fā)、驗(yàn)證了新的分析方法，并生產(chǎn)出了客戶(hù)需要的大量原料，最終為客戶(hù)化解了危機(jī)。

完成這一切，藥明康德僅僅用了35天。

廿五載堅(jiān)守，回應(yīng)生命期許

在藥明康德，這樣的故事“太多了”，傅小勇博士如是說(shuō)。面對(duì)客戶(hù)的需求，“我們不僅要有挺身而出的擔(dān)當(dāng)，更要有解決問(wèn)題的能力�！�

這正是藥明康德成立25年來(lái)，每一天的使命所在�！拔覀円粩酁榭蛻�(hù)做對(duì)的事，并且把事做好。”他補(bǔ)充道。

作為從業(yè)幾十年的科學(xué)家和企業(yè)管理者，傅小勇博士見(jiàn)過(guò)那些無(wú)藥可用的遺憾，也理解每個(gè)病患對(duì)生機(jī)的渴望。他深有體會(huì)的是，藥物研發(fā)不只是科學(xué)，不只是數(shù)字，而是對(duì)生命的回應(yīng)。這也是“讓天下沒(méi)有難做的藥，難治的病”這一愿景的具象。

“不管分子有多復(fù)雜，不管挑戰(zhàn)有多艱難，我們會(huì)繼續(xù)提供高質(zhì)量、高效的服務(wù)，助力全球合作伙伴將創(chuàng)新科學(xué)盡快變?yōu)閯?chuàng)新療法，為患者造福。”

Building Trust Through Integration

Editor’s Note: “Every drug can be made and every disease can be treated”. Over the past 25 years, from a single laboratory to a global network spanning Asia, Europe, and North America; from early chemical synthesis services to an integrated platform that connects Research (R), Development (D), and Manufacturing (M); from its very first customer to thousands of partners across more than 30 countries, WuXi AppTec has never stopped moving forward to realize its enduring vision.

In tribute to the journey and in celebration of new beginnings, we look back through the eyes of our “dream-makers”: revisiting the stories of partnership that empowered global innovation, and the unique spirit that continues to guide us toward the next chapter.

During a routine meeting, the CEO leaned across the table and said quietly,

“Xiaoyong, you may not realize it, but you helped us launch our cancer drug several months ahead of schedule. It was just months ahead, but it meant thousands of patients started treatment sooner.”

Dr. Xiaoyong Fu remembers the moment vividly. Years have passed since his team at WuXi STA had guided that program from first batch to blockbuster. That company has since been acquired, yet its leaders, now building a new biotech, returned to tour WuXi AppTec sites, walking the same production floors where the drug had first taken shape. “They told me that no matter how the world changes, every product from their new company will be developed with WuXi STA,” Fu recalls. “That is the highest form of trust we can earn.”

Speed with Quality

WuXi STA is WuXi AppTec’s global small-molecule CDMO platform, spanning Asia, Europe, and North America. Its integrated model links Development and Manufacturing within a single Operating System, so molecules can move seamlessly from idea to medicine. APIs and drug products are developed under one quality framework, with analytical methods and safety assessments connected like cogs in a well-tuned machine.

For Dr. Xiaoyong Fu, the executive vice president of WuXi AppTec, and head of WuXi STA, the work is a responsibility: “Our guiding principle is to deliver every project at the highest quality and the fastest speed possible, so our clients gain the greatest benefit.”

That benefit is twofold. Socially, the faster a program advances, the sooner it reaches the clinic, proves itself in human, and becomes a therapy for patients. Even a single day matters, let alone weeks or months. Economically, earlier market entry helps clients recover R&D costs sooner and reinvest earlier, creating a virtuous cycle that brings more medicines to patients in the future.

Speed, however, is not haste. “It’s precision, orchestration, and the discipline to deliver faster without ever lowering the bar,” Fu explains. Consider the first scale-up batch: when a process moves from lab to plant, temperature, mixing, and equipment behavior change dramatically. A failed first batch can mean weeks or months of rework, lost material, and delay. “From lab to plant, that ‘first-time-right’ execution is what matters most to our clients.”

The solution is systemic. During scale-up, tightly coordinated teams move as one. The R&D scientists who developed the process are on site for initial production runs, resolving issues before they escalate. Plant engineers partner closely with R&D to ensure smooth execution. A central planning team coordinates which projects run in which reactors, keeping every program on schedule and safe.

“That’s how we ensure every project proceeds smoothly, efficiently, and without surprises.” Fu says.

The Power of Integration

The first scale-up batch is only one facet of WuXi STA’s integrated system. Process R&D, including formulation process development, is inherently complex. It’s not something that a small team can accomplish alone.

Consider a common scenario: a client asks WuXi STA to make the API but sends formulation to another vendor. Once the API is finished, materials, documents, and methods must be requalified. That handoff can add weeks. “When we finalize an API process and prepare for scale-up plant batch, we typically run a demo batch in lab and prepare representative API material for formulation process development, and launch a series of laboratory DP R&D work in advance,” Fu says. “Without integration, there can be a month or more of idle time between those steps.”

On the other hand, under WuXi STA’s unified quality system, many API analytical methods can be adapted directly for drug-product work, accelerating the downstream development and shaving time from the critical path. Just as important, a dedicated project management team acts as the bridge between internal operations and clients. “Each molecule involves many complex steps during execution,” Fu notes. “If we asked clients to coordinate every detail, it would be overwhelming.” The project management team streamlines the process by connecting every department and discipline, ensuring clear communication and seamless collaboration.

That end-to-end continuity from API to formulation can save one to two months, and in some cases even more.

“For any company aiming for first-in-human, starting a month or more earlier creates tremendous value,” Fu adds. “Our efficiency and integration translate directly into faster progress and greater success for our clients.”

Meet the Challenges

Fu has lived the evolution of modern drug development. Over 30 years in the field have shown him how small molecules have grown ever more intricate, many now exceeding 500 Daltons, defying “Lipinski's Rule of Five,” or other dogmas about what makes a drug “druggable.”

“The easy molecules are gone,” he says, “Today’s molecules are heavier, more complex, and harder to synthesize. But that’s where our strength lies, making the complex possible, and making it fast.”

For example, due to the increasing molecular size and complexity of modern compounds, some molecules have poor bioavailability when developing oral formulations such as tablets or capsules, meaning the compound is barely absorbed in the body.

To meet this challenge and help clients advance better drugs, WuXi STA has invested in spray-drying technology, a proven approach to enhance bioavailability for low-solubility compounds. The company’s global sites offer capabilities from lab scale to commercial scale; at Couvet, Switzerland, a new five-story facility has been completed to house PSD4 equipment, with the spray-drying line expected to be fully operational in early Q4 next year.

“Globally, only a few CDMOs possess such large-scale spray-drying capacity,” Fu notes.

As the platform’s capabilities and capacity improve daily, WuXi STA is serving more clients and solving newer challenges. In one case, a partner’s complex candidate began with an overall yield as low as a few dozen parts per million (PPM), “something I’d never seen in decades of chemistry,” Fu says. After teaming up with the client to redesign the route, WuXi STA has since supplied hundreds of kilograms of API to support clinical trials, and is now scaling up to meet the molecule’s potential commercial demand.

In another urgent case, a marketed therapy faced a potential supply halt due to an impurity issue. Within 35 days, WuXi STA developed a process to reject the impurity and verified new analytical methods and produced compliant material at scale to avert the shortage.

“If we hadn’t delivered on time, patients would have faced a shortage,” Fu says. “That’s when you realize our work isn’t just about chemistry; it’s about continuity of care.”

Trust, Translated into Chemistry

From saving programs on the brink of regulatory rejection to enabling first-in-class molecules to reach the clinic, WuXi STA’s work is defined by one throughline: trust.

Fu often cites a company credo: “Doing the Right Thing, Doing It Right.”

“That’s what our clients see in us,” he says. “No matter the molecule, no matter the challenge, we deliver with quality, with speed, and with purpose. That’s how we turn science into impact.”

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