編者按：“讓天下沒(méi)有難做的藥，難治的病”，是初心，更是愿景。自成立以來(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！在這一系列訪談中，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。

2001年盛夏，陽(yáng)光透過(guò)梧桐樹(shù)葉，在上海外高橋的街道上灑下斑駁光影。年輕的張峰帶著憧憬，第一次以正式員工的身份走進(jìn)藥明康德的辦公區(qū)。

巧合總在不經(jīng)意間悄然降臨。就在同一天，這家剛剛成立8個(gè)月的年輕公司，正在拍攝員工宣傳片。張峰也客串了一回“群眾演員”，對(duì)著鏡頭露出青澀而燦爛的笑容。那次偶然的拍攝，定格了他在藥明康德最初的模樣。

那時(shí)的他未曾預(yù)料，這家尚在起步階段的公司，將在未來(lái)二十五年間成長(zhǎng)為賦能全球三十多個(gè)國(guó)家、數(shù)千家合作伙伴的一體化CRDMO平臺(tái)；也沒(méi)有想到，自己會(huì)在這段征程中并肩前行二十余載，親歷商業(yè)化生產(chǎn)從無(wú)到有、不斷躍升的全過(guò)程。

如今，張峰已擔(dān)任藥明康德高級(jí)副總裁，原料藥生產(chǎn)業(yè)務(wù)部負(fù)責(zé)人?；赝跞牍镜臅r(shí)光，令他記憶猶新的，不僅是團(tuán)隊(duì)圍繞項(xiàng)目熱烈討論的濃厚學(xué)習(xí)氛圍，還有一個(gè)看似不經(jīng)意的“玩笑”，悄然影響了他在藥明康德的職業(yè)航向。

圖片來(lái)源：123RF

產(chǎn)能建設(shè)歷程：“把不可能變?yōu)榭赡堋?/strong>

入職不到半年時(shí)，張峰曾半開(kāi)玩笑地說(shuō)道：“做幾克的小實(shí)驗(yàn)太慢了，我們能不能做得再多一點(diǎn)？”

一句看似輕描淡寫(xiě)的提議，卻像一粒投入湖面的石子，激起了遠(yuǎn)超預(yù)期的漣漪——很快，一個(gè)規(guī)模達(dá)兩噸的放大項(xiàng)目，落在了這個(gè)年輕人的肩上。

這是一次前所未有的挑戰(zhàn)與機(jī)遇。在實(shí)驗(yàn)室的燈光下，張峰帶領(lǐng)團(tuán)隊(duì)反復(fù)優(yōu)化每一個(gè)反應(yīng)路線，精益求精地提升著每一分效率。最終，他們不僅圓滿完成了任務(wù)，更以超出預(yù)期的成果，證明了藥明康德具備將實(shí)驗(yàn)成果成功放大的能力。

2002年，藥明康德決定自建工廠，為合作伙伴提供商業(yè)化生產(chǎn)服務(wù)。隨著金山工廠正式投入運(yùn)營(yíng)，那位曾希望“做得再多一點(diǎn)”的年輕人，也肩負(fù)起生產(chǎn)負(fù)責(zé)人的重任。

從此，藥明康德的全球產(chǎn)能建設(shè)畫(huà)卷徐徐展開(kāi)，一筆一畫(huà)，已然持續(xù)描繪了二十余載。

如今，藥明康德已在亞洲、歐洲和北美擁有二十多個(gè)研發(fā)和生產(chǎn)基地，并且產(chǎn)能擴(kuò)建的腳步仍在加速。根據(jù)2025年三季度財(cái)報(bào)，藥明康德多肽固相合成反應(yīng)釜總體積已提升至超過(guò)10萬(wàn)升，提前完成年度目標(biāo)；小分子原料藥反應(yīng)釜總體積也預(yù)計(jì)將在年底超過(guò)400萬(wàn)升，為全球客戶(hù)的生產(chǎn)項(xiàng)目提供堅(jiān)實(shí)支撐。

產(chǎn)能的躍升，也直觀反映在項(xiàng)目數(shù)量的增長(zhǎng)上。以小分子為例，根據(jù)三季度財(cái)報(bào)，藥明康德現(xiàn)有80個(gè)商業(yè)化項(xiàng)目，同比增長(zhǎng)18%。前三季度，小分子商業(yè)化和臨床3期項(xiàng)目新增15項(xiàng)。

數(shù)年前，張峰團(tuán)隊(duì)曾經(jīng)歷過(guò)一次產(chǎn)能建設(shè)的極限考驗(yàn)。

當(dāng)時(shí)，藥明康德承接了合作伙伴一款口服藥的原料藥（API）生產(chǎn)任務(wù)。項(xiàng)目要求團(tuán)隊(duì)從零開(kāi)始建成一個(gè)全新車(chē)間并投入使用，而整個(gè)周期只有不到四個(gè)月。

看到項(xiàng)目周期，就連身經(jīng)百戰(zhàn)的張峰也倒吸了一口涼氣。“按照常規(guī)進(jìn)度，這幾乎是不可能完成的任務(wù)。”張峰坦言，當(dāng)時(shí)建設(shè)條件尚不成熟，各種挑戰(zhàn)接踵而至。

盡管任務(wù)艱巨，團(tuán)隊(duì)還是選擇了迎難而上。他們深知，每一粒藥片背后，都連接著患者的希望。秉持“做對(duì)的事，把事做好”的價(jià)值觀，公司內(nèi)部各部門(mén)凝聚合力，通過(guò)一系列精益運(yùn)營(yíng)策略，大幅縮短了建設(shè)與爬坡時(shí)間，最終順利完成交付，確保了客戶(hù)的藥品能夠快速推向市場(chǎng)。

這正是藥明康德“把不可能變?yōu)榭赡堋钡恼鎸?shí)寫(xiě)照。

圖片來(lái)源：123RF

追求極致，為生產(chǎn)提效率

“在生物醫(yī)藥行業(yè)，提升研發(fā)生產(chǎn)效率的關(guān)鍵在于破解兩個(gè)核心課題：一是第一次就把事情做對(duì)（First Time Right），二是持續(xù)提升產(chǎn)能利用率。”張峰總結(jié)道。

他清楚地記得，為攻克這兩大課題，藥明康德在過(guò)去二十多年中，如何用一項(xiàng)項(xiàng)扎實(shí)的精益運(yùn)營(yíng)舉措，不斷挑戰(zhàn)效率的極限。

為提高首次正確率而成立的專(zhuān)項(xiàng)小組，通過(guò)系統(tǒng)優(yōu)化，在短短幾年內(nèi)將操作的準(zhǔn)確率提高了兩個(gè)數(shù)量級(jí)。

在提高產(chǎn)能利用率方面，項(xiàng)目組通過(guò)精細(xì)化排程管理，讓設(shè)備發(fā)揮出最大效能?！熬拖裼么罘e木的方式，讓空閑的設(shè)備搭得更滿，讓項(xiàng)目能準(zhǔn)時(shí)進(jìn)、準(zhǔn)時(shí)出，避免一個(gè)項(xiàng)目的延誤對(duì)后續(xù)所有項(xiàng)目造成連鎖影響?！睆埛逍蜗蟮乇扔?。

通過(guò)排程優(yōu)化、提升設(shè)備清洗效率、維修管理方案創(chuàng)新等一系列舉措，公司整體產(chǎn)能利用率從最初不足50%，提高到了目前的72%，已逐步接近理論極限。

創(chuàng)新技術(shù)的應(yīng)用，同樣為生產(chǎn)效率注入了新的活力。“只有重視能力建設(shè)，保持創(chuàng)新技術(shù)能力的不斷提高，才能支持業(yè)務(wù)的持續(xù)發(fā)展?！?/strong>張峰強(qiáng)調(diào)，這既是行業(yè)發(fā)展的必然趨勢(shì)，也是藥明康德多年來(lái)的實(shí)踐。

近年來(lái)，噴霧干燥、流動(dòng)化學(xué)、酶催化、結(jié)晶等創(chuàng)新技術(shù)能力快速發(fā)展，為解決傳統(tǒng)手段難以應(yīng)對(duì)的研發(fā)生產(chǎn)挑戰(zhàn)提供了全新路徑。基于獨(dú)特的CRDMO模式，藥明康德能夠前瞻性地捕捉到這些創(chuàng)新技術(shù)的變革性潛力，提前布局技術(shù)平臺(tái)。

以酶催化技術(shù)為例，其具備反應(yīng)條件溫和、收率高、雜質(zhì)少等優(yōu)勢(shì)，已經(jīng)在新藥研發(fā)和生產(chǎn)中大放異彩。“這項(xiàng)技術(shù)有時(shí)能將五步反應(yīng)縮成一步，極大提升了反應(yīng)效率，”張峰表示，“由于多數(shù)用水做溶劑，酶催化反應(yīng)在環(huán)保、安全性方面也表現(xiàn)出顯著優(yōu)勢(shì)?！?/p>

如今，藥明康德已建立了生物酶催化工藝技術(shù)平臺(tái)，為全球客戶(hù)提供一站式的解決方案。根據(jù)公開(kāi)信息，藥明康德子公司合全藥業(yè)開(kāi)發(fā)了20多種生物酶催化反應(yīng)類(lèi)型，其酶催化技術(shù)從2024年10月到2025年9月，共運(yùn)用到110多步生產(chǎn)中，交付了90多噸產(chǎn)品。

“這些創(chuàng)新技術(shù)的廣泛應(yīng)用，以及扎實(shí)的全面能力建設(shè)，讓我們?cè)诿鎸?duì)客戶(hù)的復(fù)雜工藝挑戰(zhàn)時(shí)更有信心，更有底氣。”張峰的話語(yǔ)中透著自信。

100%成功率，鑄就“可靠的合作伙伴”

信任，是在一次次考驗(yàn)中淬煉而成的真金。其中一次考驗(yàn)，至今讓張峰記憶猶新。

那是一個(gè)來(lái)自老客戶(hù)的訂單——就在前一年，藥明康德剛為該客戶(hù)順利交付了數(shù)噸產(chǎn)品。當(dāng)客戶(hù)再次發(fā)來(lái)訂單時(shí)，張峰心中既欣喜，也感受到了肩頭沉甸甸的分量。

欣喜，源于客戶(hù)給出了更大的訂單，這無(wú)疑是對(duì)藥明康德生產(chǎn)能力最直接的信任。壓力，則來(lái)自于成倍增長(zhǎng)的產(chǎn)量需求與并未延長(zhǎng)的交付周期。

盡管藥明康德近年來(lái)前瞻性地持續(xù)擴(kuò)建產(chǎn)能，然而面對(duì)成倍增長(zhǎng)的任務(wù)，挑戰(zhàn)依舊嚴(yán)峻。

關(guān)鍵時(shí)刻，在藥明康德CRDMO模式的高效協(xié)同下，各團(tuán)隊(duì)如精密齒輪般無(wú)縫銜接。多套設(shè)備的工藝驗(yàn)證與產(chǎn)能擴(kuò)增在短時(shí)間內(nèi)完成；精益運(yùn)營(yíng)舉措也同步發(fā)力，有效縮短了生產(chǎn)周期。

最終，團(tuán)隊(duì)以100%的成功率，如期完成了兩倍于上一年的生產(chǎn)任務(wù)。交上這份滿分答卷后，藥明康德贏得了客戶(hù)的高度評(píng)價(jià)，成為客戶(hù)心目中“可靠的合作伙伴”。

圖片來(lái)源：123RF

“速度不僅意味著競(jìng)爭(zhēng)力的提升，更意味著新藥能夠更早到達(dá)患者手中，”張峰說(shuō)這句話時(shí)，眼神堅(jiān)定，“對(duì)客戶(hù)是商業(yè)價(jià)值，對(duì)患者則是生命的希望。”

回望張峰在藥明康德二十余年的職業(yè)生涯，類(lèi)似的經(jīng)歷并不少見(jiàn)。每一次合作伙伴的“回頭”訂單，每一次客戶(hù)在參觀工廠時(shí)對(duì)設(shè)備先進(jìn)性、團(tuán)隊(duì)專(zhuān)業(yè)度與運(yùn)營(yíng)管理體系的高度評(píng)價(jià)，都在訴說(shuō)著這段旅程的價(jià)值。

每一份來(lái)自客戶(hù)的信任，都讓張峰深感責(zé)任重大，也備受鼓舞。“我們始終致力于將生產(chǎn)平臺(tái)建設(shè)得更高效、更卓越。這是我們對(duì)客戶(hù)信賴(lài)最好的回應(yīng)?！?/strong>張峰的話語(yǔ)中，飽含著二十余年如一日的熱忱。

奔赴下一個(gè)25年

從最初金山工廠的一臺(tái)反應(yīng)釜，到如今遍布三大洲的研發(fā)生產(chǎn)基地；從一個(gè)兩噸項(xiàng)目的忐忑嘗試，到數(shù)百萬(wàn)升反應(yīng)釜的從容運(yùn)轉(zhuǎn)——近二十五載春秋，張峰見(jiàn)證了公司全球產(chǎn)能布局的變遷，也親歷了商業(yè)化生產(chǎn)能力從起步到成熟的過(guò)程。

回望來(lái)路，他始終未忘那份從事藥物研發(fā)生產(chǎn)的初心：“要縮短新藥研發(fā)時(shí)間、降低研發(fā)成本，讓患者更早地用上新藥好藥。”

如今，站在新的起點(diǎn)上，張峰與藥明康德的故事仍在續(xù)寫(xiě)。

奔赴下一個(gè)25年，前方的征程更加令人心潮澎湃。藥明康德仍將秉持“讓天下沒(méi)有難做的藥，難治的病”的宏大愿景，攜手全球合作伙伴為患者托起生命的希望。

From Firefighting to First-Time-Right

Editor’s Note: “Every drug can be made and every disease can be treated.” Since 2000, 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, 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.

On July 12, 2001, a young chemist named Feng Zhang walked through the gate of a brand-new company called WuXi AppTec.

A few weeks earlier, he had finished an interview filled with quick chemistry questions from the founders. Now, he stood in a small lab that smelled faintly of chemicals and excitement.

By chance, his first task that very afternoon was to appear in the company’s first employee video. No one could have anticipated that this quiet man in the background would one day lead WuXi AppTec’s API manufacturing, a core part of its global platform that now stretches across three continents.

Source: 123RF

The First Reactions

Back then, WuXi AppTec was a small company, but one filled with energy and eagerness. Every week, the founders gathered a few chemists to discuss how to “make the reaction run cleaner,” or “deliver faster.”

Zhang remembers the distinctive sounds of glass bottles clinking, markers squeaking on whiteboards, and endless questions flying across the room. “Every day I learned something new,” he says.

Even in those busy early days, Zhang was already thinking bigger.

“Making just a few grams felt too slow,” he recalls. “I wondered if we could produce more at once.”

He mentioned this idea half-jokingly to the management team. A few days later, they gave him a real challenge: a project involving two tons of material, and Zhang would be in charge.

By the end of 2001, he was leading his first large-scale reaction. By mid-2002, WuXi AppTec decided to build its own factory, the starting point of what would later grow into a global manufacturing network.

Zhang divided his time between supervising rented pilot plants and helping construct the new site. When the factory opened, someone needed to take charge. He stepped up.

“I never planned to work in manufacturing,” he says. “It just grew together with the company.”

In the beginning, projects came faster than experience. “I felt like a firefighter,” Zhang laughs. But those early struggles taught the discipline and habits that would later define WuXi AppTec’s precision.

By 2008 and 2009, production finally found its rhythm. The firefighting had turned into harmonized operation.

When the Impossible Was the Only Option

By 2019, WuXi AppTec’s production lines were reaching their limits. Reactors sometimes sat unused, not because there were no orders, but because the scheduling, cleaning, and maintenance did not connect smoothly.

To fix this,Zhang led a companywide effort to make production work like a “real-time orchestra.”

The changes looked simple but made a huge difference: using smarter solvents to shorten cleaning time, doing preventive maintenance like a race car team changing tires, and arranging project schedules so they fit together perfectly.

As a result,capacity use rose from 40 percent to over 70 percent, a gain equal to adding eight new factories without building anything new.

And while mistakes happened once in every hundred batches, now they are almost gone. To Zhang, the days of constant firefighting were officially behind them.

Source: 123RF

Then came an even bigger test. Zhang’s team was asked to deliver an important API for a major client.To meet the deadline, they had to build and qualify a completely new production line in less than four months.

“Most people said it was impossible,” Zhang recalls.

But he had already learned WuXi AppTec’s meaning of speed: skill built on belief. Suppliers, builders, and regulators all joined the effort. They worked through tight schedules, sourced parts from across the globe, and finished ahead of time.

When the first batch was completed, it was more than just another delivery.It was proof that the balance of speed, cost, and quality—the so-called impossible triangle—could truly be achieved.

“The reason we succeeded,” Zhang says softly, “is because we knew it was the right thing to do. And when people see your determination to do the right thing, and do it right, they will follow you.”

Not long after, another challenge arrived.

A client sent Zhang a new order for a new peptide project: twice the scale of their previous project just a year earlier, yet with the same delivery deadline. It was both a compliment and a test.

Even with WuXi AppTec’s ongoing expansion of production capacity, the task was daunting.

At a crucial moment, teams from manufacturing, R&D, technical operations, and quality assurance worked together seamlessly. Multiple production lines were qualified, and capacity was rapidly increased. At the same time, lean operations drove efficiency, with continuous improvements that shortened the production cycle.

In the end, Zhang’s team delivered with 100 percent success, doubling the previous output, with zero delays.

The client’s response was short but powerful: “You are our reliable partner.”

Source: 123RF

The Quiet Architect

Colleagues describe Zhang as calm and humble. He talks more about systems than about himself, and he always gives credit to others—the operators, engineers, and team leaders who make everything work.

“I’m not very good at talking about how well I do,” he says with a smile. “But I can tell you how good our system is.”

When asked what “WuXi Speed” really means, Zhang does not use fancy words. He talks instead about scheduling algorithms, reactor turnover, and the kind of teamwork that leaves no idle hour unclaimed.

“Speed is not about rushing,” he says. “It is about creating systems that waste nothing: not time, not materials, not opportunities.”

Under his leadership, WuXi AppTec’s 40 plants and 800 reactors now produce more than 30,000 batches each year. The company’s work spans the world, but its spirit stays the same: careful, thoughtful, and deeply human.

For Zhang, innovation is not only about discovering new molecules but also about improving how things are made.He lists technologies that have changed modern manufacturing, such as spray-dried dispersion, flow chemistry, biocatalysis, and advanced crystallization and separation.

Among them, he is most proud of enzyme-based catalysis. It replaces strong chemicals with enzymes and water, making reactions cleaner and safer while improving efficiency.

“A traditional reaction might take five steps,” Zhang explains. “With biocatalysis, we can finish it in just one.”

He adds that these innovations started long before clients asked for them. “That is how we stay ready,” he says. “When the industry changes, we already have the tools.”

That forward thinking is one reason clients trust him when deadlines are tight, or challenges appear. After one complex project, a client told him, “You are our best partner, truly world-class.”

Zhang simply nodded, thanked the client, and returned to work.

The Same Vision

From the first rented plant in Jinshan to sites across China, the United States, Europe, and soon Singapore, Zhang has watched manufacturing grow from hand-drawn flowcharts to fully digital control centers.

Yet, he says, the vision remains the same.

“For me, ‘Every drug can be made, and every disease can be treated’ means shortening the path from an idea to a real medicine,” he explains. “It means using our systems, our knowledge, our skills to help better drugs reach patients faster.”

He pauses for a moment, thoughtful as always. “We started by learning how to make reactions work,” he says. “Now we are learning how to make everything work together.”

In that simple sentence lies the meaning of WuXi Speed: not a rush, but a rhythm; not pride, but purpose.

And at its center stands Feng Zhang, the quiet architect who turned the noise of chemistry into the harmony of progress.

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