在瑞典讀過書，先后在德國和英國工作多年，一度派駐中國，最后回到美國——藥明康德美歐區(qū)總裁Richard Connell博士自述是一個(gè)“全球化的人”。

Richard Connell博士在2004年就與藥明康德結(jié)識(shí)，7年前加入藥明康德。作為一個(gè)一體化CRDMO平臺(tái)，藥明康德目前有數(shù)萬名員工分布于亞洲、歐洲、北美各地，服務(wù)著超過30個(gè)國家和地區(qū)的數(shù)千名客戶，也是一個(gè)名副其實(shí)的“全球化的平臺(tái)”。

• 藥明康德為什么會(huì)建起覆蓋新藥研發(fā)生產(chǎn)全流程的CRDMO模式？

• 全球布局如何著眼長期價(jià)值和戰(zhàn)略？

• 藥明康德未來在歐洲有什么計(jì)劃？

近日，Richard Connell博士參加了在倫敦舉辦的“《金融時(shí)報(bào)》全球醫(yī)藥及生物科技峰會(huì)”，對(duì)以上問題進(jìn)行了詳細(xì)闡述。以下是部份實(shí)錄內(nèi)容。

全流程賦能，是速度的保障

我與藥明康德是在2004年結(jié)識(shí)。多年來，我見證了藥明康德始終跟隨科學(xué)的引領(lǐng)，恪守全球高質(zhì)量標(biāo)準(zhǔn)，更重要的是，始終聚焦客戶和患者的需求而發(fā)展。今年已經(jīng)是藥明康德專注賦能客戶、造福病患的第25年。

把時(shí)間倒回2004年，那時(shí)候，市面上已經(jīng)有一些公司能夠提供新藥開發(fā)生產(chǎn)服務(wù)，有些專注于毫克到克級(jí)別的生產(chǎn)，有些則專注于商業(yè)化供應(yīng)——藥物獲批后的生產(chǎn)。

而藥明康德洞察到：應(yīng)該建立一種貫穿全流程的服務(wù)，無縫銜接客戶從毫克到克、克到公斤、公斤到商業(yè)化供應(yīng)和大規(guī)模生產(chǎn)的需求，后來這成為了藥明康德的成長秘訣。

藥明康德的發(fā)展策略之一是“跟隨分子”，其背后源于“客戶第一”的理念。當(dāng)與客戶合作時(shí)，對(duì)方可能先要求生產(chǎn)1克樣品，幾周后又需要100克，這說明其項(xiàng)目取得了一定進(jìn)展。我們跟隨這些分子的推進(jìn)，為了不斷滿足客戶的需求，逐步搭建配套設(shè)施和團(tuán)隊(duì)，如今才能夠?yàn)榭蛻籼峁┤鞒痰闹С帧?/p>

CRDMO模式就是一種“端到端”。藥明康德始終致力于成為醫(yī)藥創(chuàng)新生態(tài)圈的“賦能者”，我們經(jīng)驗(yàn)豐富的團(tuán)隊(duì)能夠?qū)⒒衔飶脑缙谘芯堪l(fā)現(xiàn)階段，不斷推進(jìn)至臨床前開發(fā)，乃至上市和商業(yè)化生產(chǎn)。

我們不僅提供專業(yè)研發(fā)生產(chǎn)服務(wù)，更致力于為創(chuàng)新者提供建議與知識(shí)賦能。新藥研發(fā)的過程是非常復(fù)雜的，想象一下，如果你經(jīng)營著一家只有三名員工的公司，為了推進(jìn)創(chuàng)新想法，需要不斷尋找各個(gè)領(lǐng)域的專家，反復(fù)核查，來回溝通，這個(gè)過程必將耗時(shí)耗力，困難重重。

此時(shí)，一家提供全流程服務(wù)的公司則能夠預(yù)判客戶需求，快速提供所需服務(wù)，成為值得信賴的合作伙伴。當(dāng)客戶完成A到B，我們能助力B到C的無縫銜接，這背后是各個(gè)環(huán)節(jié)積累的經(jīng)驗(yàn)和洞察，以及高效、高質(zhì)量的交付。

我也是做研究出身的，深知速度對(duì)推動(dòng)研發(fā)進(jìn)程的重要性——如果一個(gè)創(chuàng)新者手握能夠治愈癌癥的潛在良方，他一定希望找到最可靠的合作伙伴，將自己的創(chuàng)新理念盡快轉(zhuǎn)化為切實(shí)有效的療法，惠及患者。

而在一個(gè)相對(duì)碎片化的市場中，全流程的賦能就是速度的保障。創(chuàng)新者無需輾轉(zhuǎn)于不同合作伙伴之間，避免了反復(fù)多頭采購、技術(shù)轉(zhuǎn)移等繁瑣流程，這對(duì)整個(gè)生態(tài)圈的發(fā)展都意義重大，也讓客戶對(duì)我們的速度和可靠性表示高度認(rèn)可。

藥明康德的CRDMO模式建立在與客戶相同的目標(biāo)之上，我們所做的一切都是為了滿足客戶的需求——提前感知客戶所需，提供全流程、高質(zhì)量的服務(wù)，以極致速度交付成果，最終為患者謀福祉。

區(qū)域投資，著眼長遠(yuǎn)

誕生于“跟隨分子”策略與“客戶第一”理念之下的一體化CRDMO模式還非常具有生命力。

如今，醫(yī)藥領(lǐng)域的創(chuàng)新技術(shù)層出不窮，多數(shù)創(chuàng)新者難以對(duì)各類新技術(shù)平臺(tái)進(jìn)行投資，但藥明康德會(huì)這樣做。我們不斷在全球范圍內(nèi)建能力，擴(kuò)規(guī)模，持續(xù)幫助客戶解決前沿領(lǐng)域的創(chuàng)新難題，比如我們正在美國特拉華州投資建設(shè)一個(gè)生產(chǎn)基地，預(yù)計(jì)于2026年底前投入運(yùn)營。

藥明康德德國慕尼黑基地

我也想借今天這個(gè)場合宣布一個(gè)新進(jìn)展：我們已決定將德國慕尼黑設(shè)立為歐洲總部，并會(huì)進(jìn)一步拓展團(tuán)隊(duì)。我們?cè)跉W洲已經(jīng)有數(shù)百家客戶，員工也遍布多地，設(shè)立歐洲總部，彰顯了我們對(duì)歐洲的長期承諾，我們將為歐洲及全球市場提供更全面、更可靠的服務(wù)。

歐洲是全球的創(chuàng)新高地。我們可以用做飯來類比，如果只有食譜，而原材料不對(duì)，人們是做不出想要的成果的。而歐洲擁有完備的“原材料”：這里的科學(xué)研究卓越前沿，學(xué)術(shù)機(jī)構(gòu)人才濟(jì)濟(jì)，監(jiān)管環(huán)境成熟健全，諸多大型藥企在此扎根，活躍的創(chuàng)新生態(tài)也在不斷發(fā)展。

藥明康德已經(jīng)在歐洲深耕多年，這符合我們一貫的理念：作為一家賦能新藥開發(fā)全流程的公司，我們總會(huì)去到離客戶更近的地方，不止賦能客戶本身，也致力于為客戶所在的當(dāng)?shù)厣鷳B(tài)圈做出積極的貢獻(xiàn)。

藥明康德目前在歐洲擁有德國慕尼黑和瑞士庫威兩個(gè)基地，他們都是我們對(duì)歐洲長期戰(zhàn)略投資的有力證明。

2016年，位于德國慕尼黑的新藥發(fā)現(xiàn)服務(wù)商Crelux成為藥明康德子公司，當(dāng)時(shí)大概擁有40-60名科學(xué)家。我們深切感受到了客戶對(duì)慕尼黑基地服務(wù)的需求，在近十年的時(shí)間里，不斷對(duì)其進(jìn)行投資，如今慕尼黑基地員工數(shù)已經(jīng)超過百人。

藥明康德瑞士庫威基地

大約5年前，瑞士庫威基地成為藥明康德CRDMO網(wǎng)絡(luò)的一員，能夠?yàn)闅W洲及全球客戶提供高質(zhì)量制劑生產(chǎn)服務(wù)，我們將繼續(xù)加大投資，持續(xù)進(jìn)行能力規(guī)模建設(shè)。瑞士庫威基地的口服劑型包裝產(chǎn)能已于2024年翻倍，噴霧干燥車間也正在建設(shè)中，預(yù)計(jì)將于2026年第四季度竣工。

藥明康德對(duì)歐洲的投資始終著眼長遠(yuǎn)，不止是為歐洲本地客戶提供服務(wù)，更已經(jīng)將歐洲兩個(gè)基地充分融入到全球CRDMO體系中，以跨越時(shí)區(qū)的協(xié)同，為全球客戶提供高質(zhì)量、可信賴的服務(wù)。

站在未來看今朝

面向未來，藥明康德始終滿懷信心。

我們會(huì)盡己所能，為現(xiàn)有的，及潛在的客戶不斷創(chuàng)造價(jià)值。他們將擁有最終的評(píng)價(jià)權(quán)：藥明康德究竟只是單純地提供服務(wù)，還是為合作伙伴創(chuàng)造了更多獨(dú)特的價(jià)值？無論是抗癌藥、阿爾茨海默病藥物，還是其他疾病療法，我們是否真正做到了急客戶之所急，不斷以極致速度推動(dòng)進(jìn)展？

我希望，同時(shí)也相信，當(dāng)我們多年后再回頭看，大家會(huì)給出積極的答案。

Dr. Richard Connell: Why WuXi AppTec Can Continue to Grow

Having studied in Sweden, worked for years in Germany and the UK, been sent to China on assignment, and ultimately returned to the United States, Dr. Richard Connell, WuXi AppTec US/EU President, often describes himself as “a product of globality.”

Dr. Connell first got in contact with WuXi AppTec in 2004 and formally joined the company seven years ago. Today, as an integrated CRDMO platform, WuXi AppTec has tens of thousands of employees across Asia, Europe and North America, serving thousands of customers in more than 30 countries and regions—truly “a platform of globality”.

Recently, Dr. Connell spoke at the “Financial Times - Global Pharma and Biotech Summit 2025” in London, where he addressed the following questions:

• Why did WuXi AppTec build a CRDMO model covering the full stages of drug research, development, and manufacturing?

• How does its global layout reflect long-term strategy and value?

• What are WuXi AppTec’s future plans in Europe?

Read the partial transcript-based summary.

End-to-End Enablement: The Foundation of Speed

I first got in contact with WuXi AppTec in 2004. Over the years, I’ve seen the company consistently follow science, uphold global quality standards, and—most importantly—stay deeply focused on the needs of customers and patients. This year marks WuXi AppTec’s 25th anniversary of serving customers and serving patients.

If we rewind to 2004, there were quite a few companies offering drug development and manufacturing services. Some focused on the milligram–to-gram scale; others did pure tolling—manufacturing once a drug was already commercially successful.

WuXi AppTec realized something different: if there were a company that could bridge that end-to-end continuum—taking a customer from milligrams to grams, grams to kilos, kilos to commercial supplies and manufacturing—that would be a real “secret sauce” for success.

One of the company’s core strategies is “follow the molecule,” which reflects a “putting customers first” philosophy.For example, an academic researcher might ask for one gram, and a few weeks later request 100 grams—a clear sign that their asset is advancing. The founder believed we should build an infrastructure that helps the customer along each step of that journey.

Our CRDMO model is part of that “end-to-end” commitment. We view ourselves as a true enabler of the biotech ecosystem, providing comprehensive services across drug research, development, and manufacturing.

We also provide guidance and education for innovators.Imagine you are running a three-person biotech in the UK: you have to keep finding experts in various fields, doing repeated checks, transferring work back and forth. It’s highly disruptive and requires a significant investment.

End-to-end support allows us to anticipate customers’ needs. Having such a trusted partner means when you finish the first part A to B, they can take you from B to C, with high quality and deep experience.

Coming from a research background myself, I know speed is often the most important factor. Suppose an innovator truly believes they have the cure for cancer. They will want the most reliable partner—one with a steady pair of hands—who can help turn that idea into a real therapy as quickly as possible for the benefit of patients.

In a fragmented market, end-to-end capability enables that speed. Instead of moving from partner to partner, innovators gain continuity, fewer tech transfers, and the same sense of urgency from a steady pair of hands. This is why our customers place such high value on our speed and reliability.

Our CRDMO model is built on the same goals as our customers. Everything we do aims to meet their needs, deliver high-quality services across the lifecycle, and ultimately benefit patients.

Global Investment with a Long-Term Commitment

The integrated CRDMO model—born from “follow the molecule” and “put customers first”—continues to show strong vitality.

The pace of new technologies in drug development is accelerating. Many innovators cannot invest in every new platform, while WuXi AppTec continues to do so. We continuously build capabilities, expand capacity, and help customers address challenges. For example, we are building a new facility in Middletown, Delaware, which will begin operations around the end of 2026.

WuXi AppTecMunich Site, Germany

I’m also pleased to share a new milestone:we have decided that Munich will serve as our European headquarters.Currently we have several hundred European customers and many employees across the region.Establishing Munich as our headquarter signals our long-term commitment to Europe.

Europe is a global innovation powerhouse. Like any recipe, if you don't have the right ingredients, you can't create what you hope to create. Europe has them: excellent academic research, world-class institutions, strong regulatory environment, major pharmaceutical anchors and vibrant biotech ecosystems. That’s why so much innovation originates here.

WuXi AppTec has invested in Europe for many years. This reflects our long-standing belief: as an end-to-end enabler, we go where our customers are—and we contribute to the local ecosystem as part of that commitment.

Today we operate two sites in Europe—Munich, Germany and Couvet, Switzerland—which demonstrate our long-term strategic investment.

Crelux, our Munich site, was spun out from the Max Planck Institute. When we acquired it around 2016, it had around 40–60 scientists. As part of our strategy to support local ecosystems, we invested heavily—capital, capabilities, and our global customer network. Today, the site has grown to more than 100 employees.

WuXi AppTecCouvet Site, Switzerland

About five years ago, our Couvet site in Switzerland joined the CRDMO network. With continued investment, it is being built into a state-of-the-art drug product facility. Packaging capacity for oral dosage forms doubled in 2024, and a spray-drying facility is underway for completion in Q4 2026.

Our long-term investment in Europe is not only about serving local partners. Both European sites are also fully integrated into our global CRDMO system—enabling collaboration across time zones and providing clients worldwide with high-quality, reliable support.

Looking Ahead

Looking to the future, WuXi AppTec remains confident.

We will continue to create value for both existing and new customers. And they will ultimately decide: was WuXi AppTec merely another service provider, or did we bring something special to the partnership? In oncology, Alzheimer’s disease, and other therapeutic areas—did we show the same urgency our customers feel toward their assets?

I hope, and I believe, that when we look back in a few years, the answer will be positive.

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