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‘Plan well and execute well’: How Samsung Biologics continues to address future demands
During his presentation at the 43rd J.P. Morgan Healthcare Conference in January, Samsung Biologics’ CEO and President John Rim revealed—in his clearest terms—a business strategy that has led his organization to exceed industry expectations and meet demand.
The strategy is to “plan well, make good decisions, and execute well as a team.” And the foundation is a culture that prioritizes excellence in the areas of client satisfaction, operations, quality, and people; which invigorates employees of Samsung Biologics to fully live out the three-part strategy. So called the 4Es, the Four Pillars of Excellence are the engine that drives the global CDMO to continue bringing what biotechnology and pharmaceutical companies need now and in the future.
As demand for more advanced biologics and compatible infrastructures steadily rises within the biopharmaceutical industry, CDMOs should establish flexible facilities and service capabilities in advance—and on demand.
“Recent clinical advancements in complex molecules, especially bispecific antibodies (bsAbs), have called for more partnerships between drug developers and contract service providers,” says Arushi Narang, a senior business strategist at Samsung Biologics. “But more partnerships alone are not enough. CDMOs should be ready to provide scalable facilities, advanced development platforms, and reliable digital systems to add flexibility and trust to partnerships.”
The biopharmaceutical industry is responding well to last year’s prediction from the US FDA that more clinical activities in complex molecules would be underway. Hundreds of them, such as bsAbs and antibody-drug conjugates (ADCs), are in trials, with a couple dozen of them approved to date. While the race toward developing complex molecule pipelines is on and expected to become more competitive, Samsung Biologics is and will be prepared to provide service readiness.
The leading CDMO in recent years has been continuously diversifying its development platform portfolio, such as S-DUAL™, which leverages asymmetric lgG-like structures to generate perfect pairings and maintain a bsAb purity level of over 95%. In tandem with technical advancements, Samsung Biologics is on the path to launching two end-to-end plants in 2025. A standalone ADC facility, in which both development and manufacturing of ADCs will take place at scale, will come online in February. And in April, the 180,000-liter Plant 5 will be cGMP ready as the first sequence of Bio Campus II construction, which upon completion by 2032 will add fresh capacity of 720,000 liters to the existing 604,000 liters in Bio Campus I.
Samsung Biologics’ delivery of its expansion plans not only enhances trust with its clients but also addresses their concerns over future project pathways.
“The way Samsung [Biologics] is building new plants and adding capacity in the future gives us the confidence that a year or two from now, there will be adequate capacity, if our project is successful, for us to continue to work together,” a senior executive at a U.S. biotechnology company told Samsung Biologics.
In an ongoing effort to strengthen trust and learn to adopt the client’s perspective, Samsung Biologics has been incrementally building up its digital infrastructure. Starting with digitalization across manufacturing operations, a client portal has enabled clients to glean a specific record from project files.
Building and improving readiness to meet evolving industry demands is the work of Samsung Biologics employees—who help the organization plan well, make good decisions, and execute well. The culture enabled by the Four Pillars of Excellence drives the Samsung Biologics team to deliver on promises made to clients.
“At the end of the day, we have great facilities, great technology, great processes, and great execution; but it is the people [at Samsung Biologics] who make that happen,” said Rim as he was wrapping up his presentation at the J.P. Morgan Healthcare conference.
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During his presentation at the 43rd J.P. Morgan Healthcare Conference in January, Samsung Biologics’ CEO and President John Rim revealed—in his clearest terms—a business strategy that has led his organization to exceed industry expectations and meet demand.
The strategy is to “plan well, make good decisions, and execute well as a team.” And the foundation is a culture that prioritizes excellence in the areas of client satisfaction, operations, quality, and people; which invigorates employees of Samsung Biologics to fully live out the three-part strategy. So called the 4Es, the Four Pillars of Excellence are the engine that drives the global CDMO to continue bringing what biotechnology and pharmaceutical companies need now and in the future.
As demand for more advanced biologics and compatible infrastructures steadily rises within the biopharmaceutical industry, CDMOs should establish flexible facilities and service capabilities in advance—and on demand.
“Recent clinical advancements in complex molecules, especially bispecific antibodies (bsAbs), have called for more partnerships between drug developers and contract service providers,” says Arushi Narang, a senior business strategist at Samsung Biologics. “But more partnerships alone are not enough. CDMOs should be ready to provide scalable facilities, advanced development platforms, and reliable digital systems to add flexibility and trust to partnerships.”
The biopharmaceutical industry is responding well to last year’s prediction from the US FDA that more clinical activities in complex molecules would be underway. Hundreds of them, such as bsAbs and antibody-drug conjugates (ADCs), are in trials, with a couple dozen of them approved to date. While the race toward developing complex molecule pipelines is on and expected to become more competitive, Samsung Biologics is and will be prepared to provide service readiness.
The leading CDMO in recent years has been continuously diversifying its development platform portfolio, such as S-DUAL™, which leverages asymmetric lgG-like structures to generate perfect pairings and maintain a bsAb purity level of over 95%. In tandem with technical advancements, Samsung Biologics is on the path to launching two end-to-end plants in 2025. A standalone ADC facility, in which both development and manufacturing of ADCs will take place at scale, will come online in February. And in April, the 180,000-liter Plant 5 will be cGMP ready as the first sequence of Bio Campus II construction, which upon completion by 2032 will add fresh capacity of 720,000 liters to the existing 604,000 liters in Bio Campus I.
Samsung Biologics’ delivery of its expansion plans not only enhances trust with its clients but also addresses their concerns over future project pathways.
“The way Samsung [Biologics] is building new plants and adding capacity in the future gives us the confidence that a year or two from now, there will be adequate capacity, if our project is successful, for us to continue to work together,” a senior executive at a U.S. biotechnology company told Samsung Biologics.
In an ongoing effort to strengthen trust and learn to adopt the client’s perspective, Samsung Biologics has been incrementally building up its digital infrastructure. Starting with digitalization across manufacturing operations, a client portal has enabled clients to glean a specific record from project files.
Building and improving readiness to meet evolving industry demands is the work of Samsung Biologics employees—who help the organization plan well, make good decisions, and execute well. The culture enabled by the Four Pillars of Excellence drives the Samsung Biologics team to deliver on promises made to clients.
“At the end of the day, we have great facilities, great technology, great processes, and great execution; but it is the people [at Samsung Biologics] who make that happen,” said Rim as he was wrapping up his presentation at the J.P. Morgan Healthcare conference.
Related Contents
Press Release Samsung Biologics presents business updates at 2025 J.P. Morgan Healthcare Conference
Samsung BIO Insight Quality mindset in operations for client excellence