ATC 2026 Panel Recap:

Harnessing Technological Innovation to Optimize Supply Chain and Logistics in Advanced Therapies 

Advanced Therapies Congress 2026 hosted a panel discussion, Harnessing Technological Innovation to Optimize Supply Chain and Logistics in Advanced Therapies, that centered on a reality the field continues to confront… while the desire for digital acceleration is strong, the industry’s underlying infrastructure is not yet positioned to fully benefit from it. Alison Pritchard, VP Business Development – EMEA at Cryoport Systems, joined fellow panelists to examine where technology can make a meaningful impact today and where foundational alignment must come first.  

Digital Tools and the Limits of Current Infrastructure 

The conversation explored the role digital tools could play in increasing reliability across manufacturing, logistics, and site operations. Several promising areas were identified, including the use of closed manufacturing systems and integrated quality environments. Another discussion point centered around predictive analytics capable of signaling risks before they interrupt a therapy’s progression.  

However, the panel reached a clear consensus that the industry is not yet structurally prepared to deploy those capabilities at full strength. Data across the ecosystem remains highly siloed, with each organization or clinical site maintaining its own systems and formats. This prevents digital tools from functioning as true end-to-end platforms. Meaningful digital transformation, the panelists noted, will require a level of alignment or standardization the sector has yet to achieve.  

Building Scalable Capabilities Early 

The panel also highlighted how the operational choices made in early clinical development directly shape a program’s ability to scale. Foundational decisions, such as whether to use fresh or frozen leukapheresis-derived starting material, have direct consequences once a therapy expands beyond local boundaries. Fresh material works well when distances are short and timelines are tightly controlled, but those assumptions run into roadblocks and complications once a program becomes international. At that point, teams must determine how to maintain viability during transport across a greater number of sites and lanes or shift to a cryopreservation workflow, both of which require significant planning.  

Packaging decisions carry similar weight. Selecting a particular secondary packaging format may appear operationally insignificant during early trials, but it can introduce cost and logistical constraints as volumes increase. These early decisions are rarely reversible without downstream disruption.  

Panelists also agreed that building strong vendor relationships early also contributes to smoother scale. When partners understand the therapy and the operational framework from the start, they are better equipped to support the program as complexity grows. Even so, the group noted that rigidity can be counterproductive, and supply chains need to retain enough flexibility to incorporate real-world learnings without requiring complete redesign.  

Distinct Pressures in Autologous and Allogeneic Models 

The differences between autologous and allogeneic supply chains were another key point of discussion. Autologous therapies operate with a sequence that cannot tolerate disruption, and a single patient, a single collection, and a single manufacturing slot must all align precisely. Every handoff is essential, and, as a result, every gap becomes a potential point of failure.  

Allogeneic programs offer more time and fewer one-to-one dependencies, but they introduce their own challenges. Storage and distribution sites are widely variable, and teams must determine whether centralized, decentralized, or hybrid approaches best support reliability for their program. The two modalities demand different operational mindsets, yet both rely on supply chain infrastructure that must be intentionally designed from the start.  

Missteps that Complicate Global Expansion 

The panel also addressed common mistakes organizations encounter when scaling from single-country trials to global networks. There is a common assumption that a process that works well in one region will work similarly everywhere else, but many independent factors (customs requirements, regulatory models, cultural norms, and release frameworks, for example) can differ significantly across geographies. A standard workflow may provide a strong foundation, but regional nuance must be accounted for to avoid delays and compliance issues.  

Participants emphasized that finding the right partners is equally important. Building trust and alignment takes time, yet the effort pays off as programs enter periods of rapid expansion. Experienced, global supply chain partners reduce uncertainty and help navigate unfamiliar regional constraints.  

Alignment with Investor Expectations 

The panel was asked to address what is needed for early-stage biotech companies to secure investment, a timely question as the funding environment continues to face constraints. Participants acknowledged that robust scientific data remains a fundamental expectation, but highlighted that investors increasingly look for evidence of operational maturity.  

Early-stage companies that can articulate a realistic path to commercialization and demonstrate where strategic partnerships will supplement internal capabilities tend to stand out. This includes understanding which capabilities warrant capital investment and which are better supported through established partners with the necessary infrastructure and expertise already in place.  

Throughout the conversation, Alison and the panelists echoed a shared view. Technology will continue to play an increasingly important role in the delivery of advanced therapies, but digital acceleration will only be effective once the industry aligns on the foundational elements that support it. The supply chain cannot be an afterthought or a patchwork of decisions made under short-term pressures. It needs to evolve in parallel with the science, and building integrated, intentional supply chains through early planning and intentional partnerships will help programs navigate the complex reality of global operations.  

Innovation in advanced therapies undoubtedly depends on new tools, but it also depends on the environment those tools enter and whether the underlying operational foundation is prepared to support the therapies that move through it.