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Trump’s executive orders reshape drug pricing policies

Implications for pharmaceutical pricing strategies

President Trump recently issued two health care executive orders (EOs) aiming to lower the costs of prescription drugs for Americans. Together, the new US drug pricing policies seek to drive change across pharmaceutical sectors, including manufacturing, future product valuation, go-to-market strategies, and product delivery.

What you need to know

The Trump administration’s EOs address four primary areas:

Responding to uncertainty

Managing uncertainty around implementation and enforcement

While uncertainties exist and stretch far beyond those listed above, we urge manufacturers to prepare now to adapt and succeed. Organizations should consider forming a cross-functional rapid-response team that can quickly:

  • Assess the evolving landscape.
  • Identify potential scenarios and implications.
  • Recommend appropriate responses for leadership to enact.

Action plans can center on several key questions:

What?

  • Define the range of scenarios that must be planned for and considered. Example: To what extent will recent EOs play a role in shaping existing MDPN practices.

Action plans can center on several key questions:

So what?

  • Determine the range of implications (strategic, operational, financial), across functions and regions, for each scenario. Example: Identify how the adoption of MFN would impact commercial payer pricing and would be effectuated in pharmacies.

Action plans can center on several key questions:

Now what?

  • Develop strategic options and proactive policies that offer no-regret moves in the new pricing environment. Example: Assess the impact on future product development choices and evidence generation.

What’s next on the horizon?

These policy changes and more are transforming the life sciences industry both in the United States and across the globe.

Manufacturers everywhere are considering how they may:

  • Reexamining business models: How does this change the business of life sciences?
  • Therapeutic areas of focus: What disease areas are most affected? What’s the impact on clinical development?
  • Market prioritization: Where do therapeutic areas best fit across global markets?
  • Clinical trial investment and design: What is required with clinical trial design?
  • Defining unmet need: How do we best define patient need and clinical value?
  • Evidence generation: What evidence will be required in this new pricing paradigm?
  • Geography: Where do we develop medicines?
  • Location: Where do we produce our medicines?
  • Resiliency: What is required to ensure a diversified, cost-effective, and endurable supply chain?
  • Local market considerations: What is required for us to remain viable outside the United States with local market rules?
  • Go-to-market in the United States versus globally: What markets do we participate in?
  • Pricing: How do we set pricing given new government policy initiatives? How do we consider US versus international pricing?
  • Global partnership models: What opportunities exist for us to rethink global partnerships?
  • Impact on stakeholders: How does this affect patients, prescribers, and channel stakeholder incentives?
  • Ongoing government pricing initiatives: What does this mean for MFP negotiations and future price negotiations with government programs (e.g., Medicaid, Medicare)?

Stay diligent and agile

As the policy environment continues to evolve, pharma manufacturers must remain both diligent and agile in assessing the impact of new government policies. Organizational alignment and preparation helps ensure the mission remains unchanged: Continuing to innovate medicine on behalf of patients so they can live a longer, better, and more fulfilling life.

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