Thermo Fisher Scientific and LabShares Partner to Support Emerging Boston Biotechs

WILMINGTON, N.C. (May 19, 2022) – To support the Greater Boston biotech ecosystem, Thermo Fisher Scientific is joining forces with biotech incubator LabShares Newton to provide instruments, lab equipment and consumables to help early-stage life sciences companies accelerate their drug discovery efforts.

LabShares provides fully furnished lab space, services and equipment to more than 25 biotech companies, alleviating logistics constraints to help them bring novel therapeutics to market. Thermo Fisher will outfit the shared lab space with equipment including ultra-low temperature freezers, cell culture incubators, microscopes and PCR instruments.
 

“Thermo Fisher Scientific is incredibly excited to partner with LabShares in support of the emerging life science and biotech companies in Newton,” said Angela N. Hokanson, vice president, corporate accounts, Thermo Fisher Scientific. “In line with our mission to enable our customers to make the world healthier, cleaner and safer, we look forward to collaborating with LabShares and their members to innovate, validate and commercialize the next generation of life-saving therapies.”
 

“With little lab space available in historic biotech hubs such as Cambridge, emerging companies are looking to the suburbs for more accessible and affordable lab space,” said Jeff Behrens, CEO and founder, LabShares. “Working with partners such as Thermo Fisher allows LabShares to provide a caliber of equipment that smaller companies may not otherwise have access to, empowering promising biotech startups to hit the ground running.”
 

While investment in the biotech industry continues to climb, the high cost of bringing drugs through research and development to the market is limiting many early-stage companies from flourishing. By offering alternative lab space and more tailored support and resources, LabShares and its partners are helping emerging biotech companies clear hurdles that previously hindered growth for smaller companies trying to break through the market.


About Thermo Fisher Scientific

Thermo Fisher Scientific Inc. is the world leader in serving science, with annual revenue of approximately $40 billion. Our Mission is to enable our customers to make the world healthier, cleaner and safer. Whether our customers are accelerating life sciences research, solving complex analytical challenges, increasing productivity in their laboratories, improving patient health through diagnostics or the development and manufacture of life-changing therapies, we are here to support them. Our global team delivers an unrivaled combination of innovative technologies, purchasing convenience and pharmaceutical services through our industry-leading brands, including Thermo Scientific, Applied Biosystems, Invitrogen, Fisher Scientific, Unity Lab Services, Patheon and PPD. For more information, please visit www.thermofisher.com.

Hospitals await HHS move on public health emergency today

Molly Gamble (Twitter) – Monday, May 16th, 2022

HHS pledged to provide 60 days’ notice if it opts to end the COVID-19 public health emergency, leaving healthcare providers awaiting word on Monday.

The American Hospital Association and 15 other national healthcare organizations are calling on HHS to maintain the PHE. In a May 10 letter to HHS Secretary Xavier Becerra, the organizations cited the continued risk from COVID-19 variants, as well as rising case rates in the U.S. The organizations requested that HHS maintain the public health emergency “until it is clear that the global pandemic has receded, and the capabilities authorized by the PHE are no longer necessary.”

Congressional Republicans have been urging President Joe Biden and HHS Secretary Xavier Becerra to end the declaration for months, penning a letter to them in February to end the declaration of COVID-19 as a public health emergency. 

The Trump administration declared the coronavirus a public health emergency in late January 2020. HHS has continued to extend the declaration since; it is renewed for 90-day increments. The declaration was last extended April 13 with a deadline of July 15. HHS has said it will give states 60 days’ notice before terminating the declaration or allowing it to expire. 

For an overview of the flexibilities tied to the PHE and what occurs when the declaration ends, check out a comprehensive brief from Kaiser Family Foundation here

Rising Equipment Costs & What Healthcare Providers Can Do About It

In collaboration with Med One

The complexities of equipment acquisition in the healthcare space are growing by the day. Broad contributing factors include geopolitical unrest, labor shortages, supply chain issues, inflation, and rising interest rates. Any one of these factors is challenging enough, but the combination of them all means a bumpy economic road ahead. Thus, wise business leaders and purchasing professionals will seek to be well informed and ready to utilize tools and strategies that can help navigate through these challenging times in a balanced and effective manner.

Why Equipment Costs Are Increasing

Inflation will likely be a reality for the long-term. What does that mean for supply chain managers? Over the next few years, the cost of just about everything may continue to rise at a much more steady pace than we’ve been used to for decades. The clear and simple reality that inflation creates for any business is this: Purchasing equipment and supplies will cost less today than it will next year, next quarter, or even next month. As the price of everything rises, the purchasing power of tomorrow’s dollars will continually diminish.

As of March 16th, the Federal Reserve officially began the long-speculated process of raising interest rates. Many economists expect there will be 6-8 more increases over the next 12 months. These actions by the Fed are intended to counterbalance inflation, an approach that has proven effective in the past. However, the impact of rate hikes will surely have a slow-burn effect – over the course of months and likely even years, especially since current inflation is heavily influenced by the pandemic.

Typically, there is advance notice of pending action by the Fed, followed by a phase-in period by financial institutions. This means that while accessing capital or arranging for equipment financing will incur more interest cost over time, rate increases will be incremental. While short-term access to capital may not be a problem for many providers, others rely upon borrowing and direct financing options. In any case, a buyer seeking to use financing will find historically low rates in the near term, but with each succeeding Fed announcement, borrowing costs will continue to increase. Thus, there will be real cost savings for those who act sooner rather than later. Furthermore, financing equipment today has the double benefit of locking in current pricing AND current interest rates.

What You Can Do

  1. Finance Equipment. A financial solutions provider can access capital funds on a customer’s behalf that will lock in today’s pricing and thus shield the end user from ongoing increases – even in the midst of lengthy supply chain delays. The shield comes in the form of fixed-rate payments. Assets acquired through financing are thus based on today’s prices and paid later with inflated dollars over a multi-year lease term. Most healthcare institutions in the United States have, in some way or another, utilized financing at some point to deal with things like capital budget shortfalls or to preserve cashflow.
  2. Rent Equipment. Rental of critical care equipment has always been an important tool for hospitals in peak-need situations. During the pandemic, rental became a crucial means of quickly meeting equipment needs as patient census levels surged and then persisted for many months. As patient levels have dropped at healthcare facilities, demand for rental services has diminished as well. With providers now evaluating long-term equipment needs with shrinking capital budgets, equipment rental can address needs in the short-term and the long-term. Equipment rental remains an affordable avenue to acquire equipment.

Rental and financing solutions address two vastly different ends of the equipment acquisition spectrum in healthcare. As providers learn to utilize these tools more effectively in a complimentary manner, they can become invaluable solutions for navigating through challenging and even unpredictable economic times.

The Bottom Line

Rising inflation and interest rates are certain to erode margins and even feasibility for new equipment acquisition in the near and long term. A solid hedging strategy should include partnering with companies that provide rental and financing options to reduce the sting of inflationary pressure and help healthcare providers become stronger than ever.

Rising Equipment Costs & What Healthcare Providers Can Do About It (beckershospitalreview.com)

The Great Resignation is becoming a “great midlife crisis”

Older, more tenured people are increasingly quitting their jobs.By Rani Molla@ranimolla  Apr 30, 2022, 8:00am EDT

With prices soaring and analysts predicting a recession on the horizon, it might not seem like the best time to quit your job. But that’s not keeping American workers, especially older, more tenured ones, from doing so.

Higher-paid workers are increasingly quitting their jobs, as the Great Resignation — also known as the Great Reshuffle — enters its second year. Earlier in the pandemic, the trend was led by younger, less-tenured workers in low-paying industries like retail, food service, and health care. Now, the main growth in quit rates is coming from older, more tenured workers in higher-paid industries like finance, tech, and other knowledge worker fields, according to data from two separate human resources and analytics companies. These workers say they are searching for less tangible benefits like meaning and flexibility.

That changing composition of who is quitting paints an increasingly complicated picture of the state of work in America and suggests that while quit rates have decreased slightly from their highs last year, the phenomenon is not going away just yet.

“The Great Resignation is almost like a train, where it’s built all this momentum and it’s hard to slow down, but certain workers are getting off the train and new workers are coming on,” said Luke Pardue, an economist at Gusto, which provides payroll, benefits, and human resource management software to small- and medium-sized businesses.

Rates of quits are always highest among younger, less senior workers — those who tend to be less invested in their jobs and whose lives are less stable. This was true during the early stages of the pandemic when these workers quit their jobs amid heightened demand to eke out better wages and conditions elsewhere (though those gains are unlikely to be permanent). But those quit rates have been declining. Data from Gusto, which typically works with companies that have around 25 employees, shows that the average tenure of people who quit has grown in every age group and in nearly every industry. In other words, older people who’ve worked at a job longer are also quitting.

A similar change is happening at bigger companies, according to data from people analytics provider Visier.https://datawrapper.dwcdn.net/ceS03/1/https://datawrapper.dwcdn.net/yDfl6/1/

Between the first quarter of 2021 and 2022, the greatest growth in resignations was among people aged 40 to 60 and those with a tenure of more than 10 years, a Visier dataset from companies with over 1,000 employees shows. Older and more tenured people are especially likely to be quitting in knowledge worker industries like finance and tech.

Their reasons are myriad.

“Don’t look for one thing that’s driving the Great Resignation,” Ian Cook, Visier’s vice president of people analytics, told Recode. “It’s actually made up from a combination of different patterns and will continue to change as the labor market changes and as the economic recovery changes.”

Among the more financially stable set, quits are being driven by everything from a desire to continue working remotely to a greater search for meaning to simply having the means to do so.

Columbia Business School professor Adam Galinsky calls this iteration of the Great Resignation the “great midlife crisis.”

“At the midpoint of life, we become aware of our own mortality, and it allows us to reflect on what really matters to us,” said Galinsky. The pandemic has amplified that effect. “A global pandemic obviously makes people reflect on their own mortality in terms of being afraid of dying themselves or having a loved one or family and colleagues pass away.”

Importantly, the people who quit to hold out for the jobs they want or forgo work entirely are usually the ones with the financial means to do so.

Galinsky, who is currently on sabbatical in Hawaii, says he’s seen it among his peers and among other high-earning knowledge workers now working from his island getaway. He mentioned a Bloomberg employee who quit after the finance publication called workers back to the office and who now works on a pasta truck.

Such workers, either due to savings or a spouse’s income, have the freedom to look for other work, including gig work or starting their own business. A Gusto survey of new businesses shows that they’ve shifted from e-commerce startups earlier in the pandemic to more professional services, like, say, an accountant starting her own firm rather than working for someone else.

Many of these workers, especially those who are older and more stable in their careers, now have the perspective to consider what they really want out of their lives and work.

After more than two years of successfully working from home, many knowledge workers are loath to come back to the office, and some are jumping ship if they feel they have to do so. That makes sense. Data from Slack’s ongoing survey of 10,000 knowledge workers just found that with a third of them now back in the office five days a week, their work-related stress and anxiety has reached its highest level since the survey began in 2020.

Growth in knowledge worker quits also might just simply be a case of people copying one another.

“Workers who have this experience, that switched a job, that became more flexible, talk about it and how they had a great experience, and that leads their neighbor or their friend to do the same,” Pardue said.

They’re also quitting because there are a lot of jobs out there for them. The number of business and professional services job openings is at a record high, according to Bureau of Labor Statistics data. According to job site Indeed, the number of high-paid job postings has not cooled as much as postings for low-paid jobs (postings for both remain above pre-pandemic levels).

So while the future might look grim, the present looks just fine for these workers, who are confident in the current tight job market. As Galinsky put it, “People believe less in global warming on days it snows.”

Older workers in higher-paid industries are joining the Great Resignation – Vox

Inflation, supply chain shortages making it harder, more expensive to obtain needed medical equipment

Exam tables are backlogged for four to five months

By Daniella Genovese FOXBusiness

The ongoing supply chain disruptions have made it difficult for medical officials to get their hands on much-needed equipment from wheelchairs, crutches to canes and even exam tables. 

The war in Ukraine is only exacerbating those supply chain issues – which persisted over the past two years – because Russia is a major producer of nickel, chrome and steel, Cindy Juhas, chief strategy officer of CME Corp. told FOX Business. 

As a result, it’s taking “two to three times longer to get things,” she said. And when they come in, the cost for these products have surged due in part because of an increase in freight and raw material costs. 

CME is the largest equipment-focused national medical distributor in the U.S., offering more than 2 million products from more than 2,000 manufacturers.

stretchers

Stretchers assembled by CME.  (CME Corp.   )

“So far, in 2022, we’re already seeing annual price increases that are up to quadruple or even five times higher than usual,” Juhas said. The company reviewed 339 pricing contracts from a total of 167 top medical vendors.

Juhas said the manufacturer for one of CME’s most popular wheelchairs added a 20% surcharge to cover the cost of raw materials and freight for the product in the last four months alone. 

The costs for crutches have also gone up about 20%, although they have been hard to even get, she said. 

Meanwhile, exam tables, have gone up between 20 to 30% and are also backlogged about four to five months, according to Juhas. 

To underscore this issue, the American Hospital Association reported that between, the fall of 2020 and early 2022, the cost for energy, resins, cotton and most metals “surged in excess of 30%.” 

“These all are critical elements in the manufacturing of medical supplies and devices used every day in hospitals,” the AHA said. 

As a result, hospitals “turned to local suppliers and non-traditional suppliers, often paying significantly higher rates than they did prior to the pandemic.” 

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Some healthcare centers around the country even resorted to asking for donations for equipment.

Joey Kamerath, senior medical director for rehabilitation services at Intermountain Healthcare, said the department’s supply chain has run “completely dry.”

To help, Intermountain alongside University of Utah Health, Steward Health and the Utah Hospital Association created a program called LeanOnUtah in order to collect metal crutches, walkers, canes, and non-motorized wheelchairs.

medical equipment supply chain issues

CME obtains truckloads and truckloads of medical equipment at its warehouses around the country. (CME)

Likewise, Charleston Area Medical Center in West Virginia announced last fall that the pandemic and supply disruptions created a “nationwide shortage of adult crutches” and its vendors have been unable to fill orders. 

The medical center asked its Facebook followers “for anyone who may have crutches at home and not in use to consider donating them to patients,” adding that these donations “will help those who may need crutches when they are discharged from the hospital after an injury or surgery.”

Juhas projected that these issues – an increase in costs and shortage of supplies – will persist at least until the end of the year and maybe even into the first quarter of 2023. 

Inflation, supply chain shortages making it harder, more expensive to obtain needed medical equipment | Fox Business

Hospital expenses per inpatient day across 50 states

Ayla Ellison (Twitter)

Below are the adjusted expenses per inpatient day in 2020, organized by hospital ownership type, in all 50 states, according to the latest statistics from Kaiser State Health Facts

These figures, which are based on information from the 2020 American Hospital Association Annual Survey, include all operating and nonoperating expenses for registered U.S. community hospitals, defined as public, nonfederal, short-term general and other hospitals. The figures are an estimate of the expenses incurred in a day of inpatient care and have been adjusted higher to reflect an estimate of the volume of outpatient services, according to the Kaiser Family Foundation.

United States 

  • State/local government hospitals: $2,606
  • Nonprofit hospitals: $3,032
  • For-profit hospitals: $2,300 

Alabama

  • State/local government hospitals: $1,749
  • Nonprofit hospitals: $1,913
  • For-profit hospitals: $1,719 

Alaska

  • State/local government hospitals: $1,658 
  • Nonprofit hospitals: $2,156 
  • For-profit hospitals: $3,342 

Arizona

  • State/local government hospitals: $2,611
  • Nonprofit hospitals: $3,253 
  • For-profit hospitals: $2,804

Arkansas

  • State/local government hospitals: $2,713
  • Nonprofit hospitals: $1,852 
  • For-profit hospitals: $1,783 

California

  • State/local government hospitals: $3,886
  • Nonprofit hospitals: $4,464
  • For-profit hospitals: $2,708 

Colorado 

  • State/local government hospitals: $2,713 
  • Nonprofit hospitals: $3,633
  • For-profit hospitals: $3,153

Connecticut

  • State/local government hospitals: $5,557 
  • Nonprofit hospitals: $3,251 
  • For-profit hospitals: $2,287 

Delaware

  • State/local government hospitals: N/A
  • Nonprofit hospitals: $3,391 
  • For-profit hospitals: $1,122 

Florida

  • State/local government hospitals: $2,435
  • Nonprofit hospitals: $2,866 
  • For-profit hospitals: $2,111 

Georgia

  • State/local government hospitals: $779
  • Nonprofit hospitals: $2,420 
  • For-profit hospitals: $2,161 

Hawaii

  • State/local government hospitals: $1,916 
  • Nonprofit hospitals: $3,150 
  • For-profit hospitals: N/A

Idaho 

  • State/local government hospitals: $1,926 
  • Nonprofit hospitals: $3,169 
  • For-profit hospitals: $2,795 

Illinois

  • State/local government hospitals: $3,188 
  • Nonprofit hospitals: $2,939 
  • For-profit hospitals: $2,474 

Indiana

  • State/local government hospitals: $1,669 
  • Nonprofit hospitals: $3,243 
  • For-profit hospitals: $2,726 

Iowa

  • State/local government hospitals: $1,789 
  • Nonprofit hospitals: $1,791 
  • For-profit hospitals: $1,376 

Kansas

  • State/local government hospitals: $2,019 
  • Nonprofit hospitals: $2,263 
  • For-profit hospitals: $2,401 

Kentucky

  • State/local government hospitals: $2,440 
  • Nonprofit hospitals: $2,283 
  • For-profit hospitals: $2,286 

Louisiana

  • State/local government hospitals: $1,999 
  • Nonprofit hospitals: $2,496 
  • For-profit hospitals: $,2292

Maine

  • State/local government hospitals: $1,573 
  • Nonprofit hospitals: $2,967 
  • For-profit hospitals: $1,194 

Maryland

  • State/local government hospitals: N/A
  • Nonprofit hospitals: $3,344 
  • For-profit hospitals: $1,559 

Massachusetts

  • State/local government hospitals: $2,598 
  • Nonprofit hospitals: $3,651 
  • For-profit hospitals: $2,251 

Michigan

  • State/local government hospitals: $1,136 
  • Nonprofit hospitals: $2,787 
  • For-profit hospitals: $2,382 

Minnesota

  • State/local government hospitals: $2,065 
  • Nonprofit hospitals: $2,648 
  • For-profit hospitals: N/A

Mississippi

  • State/local government hospitals: $1,157 
  • Nonprofit hospitals: $1,424
  • For-profit hospitals: $1,728 

Missouri

  • State/local government hospitals: $2,147 
  • Nonprofit hospitals: $2,847 
  • For-profit hospitals: $2,097 

Montana

  • State/local government hospitals: $671 
  • Nonprofit hospitals: $2,060 
  • For-profit hospitals: $3,235 

Nebraska

  • State/local government hospitals: $1,510 
  • Nonprofit hospitals: $2,600 
  • For-profit hospitals: $3,141 

Nevada

  • State/local government hospitals: $3,179 
  • Nonprofit hospitals: $2,537 
  • For-profit hospitals: $2,186 

New Hampshire 

  • State/local government hospitals: N/A
  • Nonprofit hospitals: $3,238 
  • For-profit hospitals: $3,321

New Jersey 

  • State/local government hospitals: $1,922 
  • Nonprofit hospitals: $3,409 
  • For-profit hospitals: $2,250 

New Mexico

  • State/local government hospitals: $3,466 
  • Nonprofit hospitals: $3,259 
  • For-profit hospitals: $2,731

New York

  • State/local government hospitals: $3,800 
  • Nonprofit hospitals: $3,652 
  • For-profit hospitals: N/A

North Carolina

  • State/local government hospitals: $2,389 
  • Nonprofit hospitals: $2,603 
  • For-profit hospitals: $2,395 

North Dakota

  • State/local government hospitals: N/A 
  • Nonprofit hospitals: $1,788 
  • For-profit hospitals: $5,579 

Ohio

  • State/local government hospitals: $3,530 
  • Nonprofit hospitals: $3,245 
  • For-profit hospitals: $2,291 

Oklahoma

  • State/local government hospitals: $1,830 
  • Nonprofit hospitals: $2,243 
  • For-profit hospitals: $2,444

Oregon

  • State/local government hospitals: $4,855 
  • Nonprofit hospitals: $3,848 
  • For-profit hospitals: $3,290 

Pennsylvania 

  • State/local government hospitals: $926 
  • Nonprofit hospitals: $2,859 
  • For-profit hospitals: $2,210 

Rhode Island

  • State/local government hospitals: N/A
  • Nonprofit hospitals: $3,019 
  • For-profit hospitals: N/A

South Carolina

  • State/local government hospitals: $2,545 
  • Nonprofit hospitals: $2,352 
  • For-profit hospitals: $1,944 

South Dakota

  • State/local government hospitals: $812 
  • Nonprofit hospitals: $1,593 
  • For-profit hospitals: $4,788 

Tennessee

  • State/local government hospitals: $1,895 
  • Nonprofit hospitals: $2,671 
  • For-profit hospitals: $1,941 

Texas

  • State/local government hospitals: $3,639 
  • Nonprofit hospitals: $3,113 
  • For-profit hospitals: $2,274 

Utah

  • State/local government hospitals: $3,055 
  • Nonprofit hospitals: $3,609 
  • For-profit hospitals: $3,097 

Vermont

  • State/local government hospitals: N/A
  • Nonprofit hospitals: $3,114 
  • For-profit hospitals: N/A

Washington

  • State/local government hospitals: $4,294 
  • Nonprofit hospitals: $3,803 
  • For-profit hospitals: $4,707 

West Virginia

  • State/local government hospitals: $1,412 
  • Nonprofit hospitals: $2,289 
  • For-profit hospitals: $1,171 

Wisconsin

  • State/local government hospitals: $4,060 
  • Nonprofit hospitals: $2,725 
  • For-profit hospitals: $2,913

Wyoming

  • State/local government hospitals: $1,170 
  • Nonprofit hospitals: $3,546
  • For-profit hospitals: $2,612 

Hospital expenses per inpatient day across 50 states (beckershospitalreview.com)

Hospital drug spending jumps 8.4% in 2021

Katie Adams – Thursday, April 7th, 2022 

The country’s total drug spending increased by 7.7 percent in 2021, growing to $576.9 billion, according to a study released April 6 by the American Society of Health-System Pharmacists. 

Hospitals accounted for $39.6 billion of that spending, marking 8.4 percent growth from 2020. Clinics accounted for $105 billion, a 7.7 percent increase

Gilead’s COVID-19 therapeutic remdesivir made up nearly 10 percent of what hospitals spent on drugs in 2021. Hospitals’ remdesivir spending outpaced the next three drugs combined, according to the study.

“The drug-spending whiplash that clinics and hospitals experienced in the first year of the pandemic did not end with 2021,” Eric Tichy, PharmD, division chair of supply chain management at Rochester, Minn.-based Mayo Clinic and lead study author, said in a statement. “Uncertainty remains around how long the federal government will continue to pay for COVID treatments, and around inflation, which is moving through most economic sectors.”

Becker’s Hospital Review

Thermo Fisher Scientific to Support National Program to Accelerate SARS-CoV-2 Variant Identification

CARLSBAD, Calif., (March 23, 2022) Thermo Fisher Scientific Inc., the world leader in serving science, today announced its collaboration with the National Institutes of Health (NIH) Rapid Acceleration of Diagnostics (RADx) Initiative, Helix, and Rosalind aimed at developing a new genotyping method for SARS-CoV-2 that could speed up the identification of variants as they emerge.
 

Utilizing a Polymerase Chain Reaction (PCR)-based genotyping approach that can be implemented in any testing lab performing real-time PCR, this program allows for a significant scale up of SARS-CoV-2 surveillance efforts in the United States. Data generated from this program will be available to the public through the Rosalind Tracker website. This effort was funded by the National Institute of Biomedical Imaging and Bioengineering (NIBIB) as part of the NIH RADx Initiative to increase testing capacity and accessibility for the virus that causes COVID-19.
 

The rapid emergence of new SARS-CoV-2 variants raises several important public health questions, such as their ability to cause disease and their impact on vaccine efficacy. This makes it critical to track variants to better understand transmission patterns and possible consequences on health care resources. Next-Generation Sequencing (NGS) is the conventional method for detecting and tracing new variants, with about 5 percent of randomly selected SARS-CoV-2 positive samples in the United States being sent for variant identification. NGS, however, can possibly take up to 21 days from a positive result before variant data is available in public repositories.
 

With the addition of genotyping, labs can classify a high percentage of positive samples and provide information within two to three days. They can also reduce costs for strain subtyping as compared to NGS. Samples that cannot be assigned to a known variant through the genotyping approach become prime candidates to detect new or emerging variants more rapidly. 
 

“As COVID-19 evolves with new variants constantly emerging, surveillance will play a critical role as we learn to live with the virus,” said Dr. Manoj Gandhi, senior medical director of genetic testing solutions, Thermo Fisher.
 

“Our approach makes it possible to conduct surveillance testing on a significantly larger number of samples and quickly determine which variant is present in a sample,” said Dr. Eric Lai, co-lead investigator of the NIH RADx initiative. “If we start seeing a trend where we are unable to assign lineages using known markers in the genotyping assays, it is an early warning that a new variant may be emerging and helps determine which samples should be sent for sequencing. This is significant because emerging variants have the potential to evade vaccines, cause diagnostic test performance issues, or cause more severe disease.”
 

A recent paper outlines the performance of this method for identifying markers and assigning lineages to several SARS-CoV-2 variants, including previously characterized Variants of Concern (VOC) such as Alpha, Beta, Gamma and Delta. In addition, the study describes how this approach can be rapidly adapted to develop a targeted panel for currently circulating strains, such as Delta and Omicron, to allow for large-scale surveillance in routine testing laboratories.
 

The rapid selection and validation of highly sensitive and specific biomarkers for SARS-CoV-2 variants was enabled with the ROSALIND platform during the collaborative initiative. This dynamic, cloud-based data analytics platform was able to act as a centralized tool for labs by aggregating and analyzing the data in a real-time dashboard format. Thermo Fisher has updated the TaqMan SARS-CoV-2 Mutation Panel* to include the four markers that can detect the Omicron and Delta variants with high precision. 
 

“Our challenge has been staying in front of this pandemic at the rate the virus is evolving. We’ve demonstrated an approach for maintaining highly accurate markers, rapidly implementing marker updates in manufacturing, and quickly deploying these assays to nationwide testing labs for validating COVID-19 positivity with lineage assignment,” said Tim Wesselman, CEO of Rosalind. “With a public tracking dashboard, this automated analysis, classification, and real-time genotyping reporting provides a snapshot of the most current strains circulating the country and provide us with valuable information to respond more quickly.”
 

“A robust early warning surveillance capability will eventually incorporate multiple layers of novel technologies,” said Dr. David Becker, vice president of quality at Helix and co-investigator of the program. “We were excited to explore, understand, and validate this technology that enables rapid reporting and increased surveillance of the SARS-CoV-2 variants in circulation.”
 

*For research use only. Not for use in diagnostic procedures.


About Thermo Fisher Scientific

Thermo Fisher Scientific Inc. is the world leader in serving science, with annual revenue of approximately $40 billion. Our Mission is to enable our customers to make the world healthier, cleaner and safer. Whether our customers are accelerating life sciences research, solving complex analytical challenges, increasing productivity in their laboratories, improving patient health through diagnostics or the development and manufacture of life-changing therapies, we are here to support them. Our global team delivers an unrivaled combination of innovative technologies, purchasing convenience and pharmaceutical services through our industry-leading brands, including Thermo Scientific, Applied Biosystems, Invitrogen, Fisher Scientific, Unity Lab Services, Patheon and PPD. For more information, please visit www.thermofisher.com.

Owens & Minor completes acquisition of Apria, Inc.

March 29, 2022 – Owens & Minor has closed the previously announced acquisition of Apria, Inc. The acquisition was consummated for total consideration in cash of approximately $1.6 billion. The purchase was funded with a combination of debt and cash on hand. 

The transaction combines the strength of Owens & Minor’s existing Byram Healthcare business with Apria to create an enhanced experience for the patient, provider and payor. The combined entity will create: 

  • One of the broadest portfolios of complementary products to service patients with chronic and non-chronic conditions 
  • An expanded product delivery and distribution model 

Apria will be combined with Owens & Minor’s existing Byram Healthcare business to form the new Patient Direct segment. This new segment creates a robust commercial team with greater access to patients across a wider geographic footprint. It also expands Owens & Minor’s home healthcare portfolio to cover an unmatched range of chronic and acute care needs including diabetes, ostomy, incontinence, wound care, home respiratory, obstructive sleep apnea and negative pressure wound therapy. The company will leverage its existing market reach and expertise in the hospital setting to create a more efficient, single-source home healthcare delivery and distribution model to support patients as their care transitions from the hospital into the home. 

Daniel J. Starck, who has served as Chief Executive Officer for Apria since 2015, has joined Owens & Minor and will lead the new Patient Direct segment. 

“We look forward to unleashing the full potential of our teammates in the new Patient Direct segment to achieve even better clinical connectivity between the patient, the provider and the payor,” said Daniel J. Starck, Executive Vice President, President-Patient Direct, Owens & Minor. 

Beginning in the first quarter of 2022, Owens & Minor will change its reporting structure to reflect the company’s go-to-market approach. The two legacy segments will be replaced with two new segments: Patient Direct and Products & Healthcare Services. Patient Direct will be a combination of Byram and Apria, while Products & Healthcare Services will be a combination of the global products, medical distribution and services businesses. The company will release a historical recast for 2021, by quarter, ahead of reporting first quarter 2022 earnings. 

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Filed Under: Repertoire’s Dail-eNews

Inflation and the healthcare supply chain: What you need to know

There’s no getting around it. Inflation has permeated every aspect of the economy – including the healthcare supply chain. Raw materials, energy, labor and logistics have all been affected, said Margaret Steele, Vizient Senior Vice President, Med/Surg.  

Indeed, over the 12 months from February 2021 to February 2022, the Consumer Price Index, which measures the average prices of consumer goods and services, increased 7.9% to a four-decade high.  

Labor costs rose 4% to 8% with manufacturers and freight companies struggling to attract workers and drivers. In the healthcare sector, escalating labor costs have been particularly painful. In its February National Hospital Flash Report, Kaufman Hall found that from December to January labor expense per adjusted discharge climbed 14.6%. 

Through the last year and a half (since fall 2020) energy, resins, cotton and most metals have all surged in excess of 30%. “With the recent upturn of oil prices, the rate of inflation will continue this upward trend,” Steele said. “These levels of inflation are impacting manufacturers and service providers significantly and they have begun raising prices on the supplies, equipment, and services they deliver to hospitals.” 

Global events hit home 

Steele said the healthcare supply chain has been significantly impacted over the last several years due to many factors including world events. As a result, timely and accurate information is critical to minimize impact and determine risk mitigation strategies.  

“Supply chain leaders use various tools, such as budget impact projection reports, market supply updates and category specific insights, to understand the impact of changes affecting raw materials, labor and logistics as they look to understand cost and risk for supply disruption,” Steele said. Now, supply chain leaders are utilizing these same sources to monitor the impact of the recent events that also have an impact on raw materials, manufacturing and transportation.  

Steele projects the most impactful and of most interest will likely be oil as so many products contain some form of plastic or resin (a derivative of oil). In mid-March, resin prices remained higher than pre-COVID levels and were expected to remain so as long as oil remains near or above $80 per barrel and producers continue struggling to get resins moved through the supply chain. Both issues are anticipated to remain through most of 2023. Oil price fluctuation, trucker shortages and port backups will also impact the costs for transporting products to the provider locations.  

“Many products have not yet been impacted as the situation is affecting raw materials,” Steele said. “That said, impact mitigation strategies vary by location and provider type. Providers are sharing conservation strategies in efforts to reduce usage as appropriate, pre-qualifying alternative products in the event of a disruption, increasing product on hand (or at a distributor/partner location) and ensuring product is sourced from a variety of locations. Several suppliers have medical teams that will work with the providers directly to discuss alternative uses. And, many are also participating in commitment programs, wherein suppliers and providers agree on a longer, committed supply and in some cases pricing.” 

While GPO and self-negotiated contracts are keeping prices fairly stable at the moment, supply chain leaders fully expect to see significant price increases in the next series of contracts, said Mike Schiller, senior director of supply chain at the Association for Health Care Resource & Materials Management (AHRMM) of the American Hospital Association (AHA).  

“Many are anticipating high single to low double digit price increases and have begun to include these into their budgetary considerations.” 

Filed Under: Repertoire’s Dail-eNews