Bartłomiej Rodawski0:54
Let me clarify a bit. A medicine consists of an active substance — the most important ingredient — excipients, and packaging. When the pandemic started, we identified the biggest risk regarding active substance availability, because 80% of global production of these substances takes place in China and India. Everything depended on how a given company managed the topic. The risk grew, but that didn't necessarily mean a supply chain disruption. In Adamed Pharma's case, we reacted early — we had a double sourcing strategy, meaning we had two suppliers for each component, and we managed to come out of this problem dry-shod. We didn't interrupt production; we continued manufacturing from the first day of the pandemic and to this day we've ensured continuity of production and thus availability of medicines. However, today I see much greater risks in Europe, from where we source excipients, and we see actual broken supply chains. Even with countries like Germany, considered a model of availability and productivity, we have situations where suppliers cannot fulfill our orders. The war, political instability, the energy crisis, and the ongoing pandemic in various countries have all caused genuine disruptions. We also drove this ourselves — it's a natural psychological mechanism: when I see a risk in availability, I try to secure myself by ordering more than I need. When this spreads across the whole sector, suppliers with their specific production capacities can't satisfy everyone's needs, which further fuels the problem.