高管晴雨表：生命科学与制药行业视角

Contents4Foreword6Executive summary7Investing in research and development11Addressing the power of emergingtechnologies14Exploring the international landscape20Expectations from current affairs C-suite barometer: life sciences & pharmaceuticalsForewordAt the end of 2024, we collected the views of leaders worldwide forour annual C-suite barometer. Over 1,700 executives from more than35 countries contributed, revealing a determination to continuegrowing amid a more competitive and challengingenvironment.The results of our C-suite barometer offer anopportunity to gain first-hand insights into the lifesciences & pharmaceuticals sector. It identifies theopportunities and challenges leaders in the sectorface and what they see as key strategic priorities overthe next five years. Sharing such knowledge allowssector players to benchmark their concerns andstrategic focus against their peers. At the same time,the results allow us to understand and support ourclients in addressing their challenges and helpingthem achieve their objectives more effectively.What is striking about this year’s findings isthe high levels of optimism in the life sciences& pharmaceuticals sector, with 98% of C-suiteleaders indicating a positive growth outlook fortheir businesses in 2025. What is behind suchoptimism are robust drug pipelines and significantinvestments in research and development (R&D),allowing the sector to grow revenues that put it in astrong position to support future growth ambitions.Divesting non-core activities has also allowedcompanies to prioritise drug development andquickly bring new products to market. In addition,venture capitalists are investing in the sector,which is helping to fund R&D and clinicaltrials.The goal is to develop tomorrow’s blockbusterdrugs as existing drugs reach the end of theirability to deliver significant growth. It is no surprise,therefore, that life sciences & pharmaceuticalssector executives now see delivering new productsand services as their top strategic priority.However, achieving growth is not withoutits challenges. Findings show that increasedcompetition, supply chain restrictions andprocurement issues will most likely keep executivesawake at night. Other factors executives see as likelyto hold back growth include political tensions andeconomic uncertainty. Forvis MazarsOf course, the sector is no stranger to supply chainissues. The importance of supply chain continuitywas severely tested during the Covid-19 pandemic.Yet, while the industry learned a number of lessonson improving supply chain continuity during thisperiod, 2025 heralds a new phase of supply chaindisruption. How sector leaders reassess their supplychain strategies will become clearer as escalatinggeopolitical tensions, sanctions and tariffs furtherimpact the economic and political landscape. Atthe same time, the rise in climate-related naturaldisasters is likely to move supply chain location riskhigher up the agenda.As with other industries, IT transformation remainsa top priority for the sector. Executives’ mostimportant digital transformation priorities areefficiency and productivity, with risk management,operational agility and international integration notfar behind. However, the sector is also grappling withrapid technological advancements, particularly inartificial intelligence (AI), and stringent data securityand governance regulations. How the sector dealswith emerging technology will need to be factoredinto transformation plans or risk falling short oftransformative goals.Finally, it is encouraging to see that companies inthe life sciences & pharmaceuticals sector continueto lead the way in complying with environmental,societal and governance (ESG) requirements. Inparticular, companies are setting tough sustainabilitytargets for their suppliers, making sustainability acore business strategy. Reducing carbon emissionsproduced in the supply chain is a key focus. At asocietal level, ensuring global access to medicinesremains a key ESG target. 4 However, as the sector adapts to evolving regulatoryrequirements and shifting market dynamics, theneed for accurate and strategic reporting of ESGmetrics is increasingly essential. In particular, therisk of negative publicity related to environmentalpollution and labour practices requires a high levelof reporting accuracy and transparency fromsuppliers. Reputational risks relating to drug failuresor serious side effects are major concerns that willcontinue to require careful preventative planning.As we wait and see whether the Draghi reportrecommendations published in September 2024make an impact, the key message for C-suiteleaders is to focus on priorities while at thesame time maintaining the strategic agility toadapt to an evolving and complex market andregulatorylandscape.We hope that the internal and external contributionsin this report offer valuable insights that can helpguide strategic actions. We would particularly liketo thank Damien Catoir of Servier and Cedric