. He can be reached at nsaraceno@mjhlifesciences.com.

Nicholas Saraceno, Editor

The industry would agree that the life sciences landscape is continuing to change as more generics and biosimilars come into the fold, especially following loss of exclusivity (LOE) of branded drugs.

At Trade & Channel Strategies, Ryan Cort, BioCare’s senior director of generics & biosimilars trade relations, shared his insight in a session revolving around “Winning in the Age of Generics and Biosimilars—Strategies for Market Access and Growth.”

Offer a lay of the land in terms of innovator products approaching the end of their lifecycle that will be undergoing changes, due to the latest intro of generics and biosimilars

Describe how over the next five years, industry will undergo an “unprecedented sea change” relating to intermediaries, including their market position

Share how macros event will make this next wave different from previous patent cliffs

Detail how stakeholders’ great knowledge, access to data, and expanded capabilities to access prescribes and patients will converge. “We'll see greater levels of innovation in terms of go-to market models and diversification strategy on the manufacturing side of the business. It'll give us all an opportunity to really partner differently and expand the pie for those willing to join in on that innovation practice,” Cort explained.

The generics and biosimilars landscape: Quantifying the LOE wave

Generics now make up 90% of prescriptions in the US, with an attributed $3.1 trillion in savings for the healthcare system between 2014 and 2023. Also, over the past seven to 10 years, manufacturers lived though what he called a “deflationary environment,” pushing them to diversify their portfolios and diversify into more complex products, and encouraging them to boost their presence outside of the core competency of retail into hospital and specialty.

“These manufacturers are more efficient, smarter, and create value around that supply security. They're ready to tackle the next complex set of issues in this upcoming LOE way,” he noted, as over the next five years, $180 billion of market revenue is anticipated to be affected by LOEs to generics.

Biosimilars on the other hand are reshaping markets and payor formularies, as the first decade started off slowly and garnered momentum, with both the Medicare Part D and Part B markets innovating. Education within the provider space—along with access and competitive market pressure—are demonstrating signs of maturation. Over the next half decade, approximately $225 billion of market revenue is predicted to be impacted by LOE to biosimilars.

Over the years, history has shown that generic drug adoption has welcomed healthy penetration, as players have understood their role in the ecosystem. However, looking ahead to the next five years, at least 13 drugs are expected to lose exclusivity, with two of those headliners being Eliquis (BMS and Pfizer) and Amgen’s Otezla.

Knowing that biosimilars are only 10 years old, their adoption is growing, but is following a more nuanced path compared to generics. Its global market is predicted to reach a CAGR of 18% over the next decade, although uptake speed is highly dependent on the market. For instance, oncology biosimilars (think trastuzumab or bevacizumab) have experienced rapid growth.

Of course, a delay in adoption can also be related to rebate schemes and patent litigation, along with HCP and patient education.

It’s important to note that nearly 50 biologics are losing exclusivity over through 2030, including Opdivo and Keytruda in 2028.

 $3.1 trillion in US healthcare savings attributed to generics (2014-2023)

The path to growth: Pillars of collaborative market access

Given the facts that Cort presented, it was a bit of shock when he noted that opportunity doesn’t lie in competition, but partnership. The generics/biosimilars category will rely on collaboration, specifically in the form of transparency, reliability, and shared insights that will help push adoption and loyalty to the forefront.

It begins with education. Are patient support assets not only available, but accessible? This is coupled with providers understanding any new protocols, while being aligned by payor rules.

Then, there’s economics. With GTN strategies having shifted over the years, learning from prior experiences is valuable, and so are having plans that are easy to follow.

The final piece is the channel itself. Can one’s channel partners be considered real partners, and do performance incentives align to strategies? Your partner should also be included in education efforts (material, etc.), which “provide significant areas of opportunity,” according to Cort.

Cort R. Winning in the Age of Generics and Biosimilars—Strategies for Market Access and Growth. December 10, 2025. Trade & Channel Strategies, Philadelphia. 

https://informaconnect.com/trade-channel/

Articles

The life sciences landscape is evolving with the rise of generics and biosimilars, especially post-loss of exclusivity of branded drugs. This shift is expected to bring significant changes in market dynamics, with $180 billion and $225 billion in market revenue affected by generics and biosimilars, respectively, over the next five years. The adoption of biosimilars is growing, albeit at a nuanced pace compared to generics. Future growth will depend on collaboration, transparency, and education among stakeholders, emphasizing partnership over competition to enhance market access and adoption.

BioCare's Ryan Cort outlines the pharmaceutical industry's "unprecedented sea change," driven by over $400 billion in anticipated revenue loss from generics and biosimilars losing exclusivity. 

Trade & Channel Strategies 2025: The $405 Billion Patent Cliff Demands Partnership and Adaptive Market Access Strategies

Trade & Channel Strategies 2025: 2025's Topics of Interest

, Curatio’s Cheryl Allen reflected on two decades of evolution in commercial trade and distribution, noting how traditionally separate functions, supply chain operations and patient support services, are increasingly merging. She highlighted a growing shift toward integrated downstream models, including the rise of medically integrated dispensing, where physician groups establish in-house pharmacy capabilities to streamline access and enhance continuity of care. What began in oncology, Allen noted, is now expanding into specialties such as neurology, rheumatology, and dermatology, driven by practice consolidation and new value levers tied to management services organizations and group purchasing dynamics.

As the industry gathers at the conference, Allen said she is particularly focused on how organizations can safeguard the integrity of the US drug supply chain. She underscored persistent training gaps and the need for manufacturers to build stronger internal development pathways, ensuring future leaders are equipped to manage increasingly complex distribution environments. More foundational education, she added, could open doors for talent interested in entering the trade and channel space.

Looking toward 2026, Allen outlined Curatio’s priorities around navigating a shifting regulatory landscape and deepening its analysis of both pipeline and on-market products. She emphasized the role of emerging technologies and business-support tools in helping trade teams evaluate analogs, anticipate distribution needs, and design models resilient to regulatory change. Curatio, she said, is focused on supporting manufacturers as they plan for the next three to five years of product movement and patient access.

A transcript of Allen’s full conversation with 

What topics are you looking to learn more about here at the show?

 Yeah, I think when I start thinking about, how do we as an industry make sure that the drug supply chain here in the United States is available to our patients and it is safe for our patients, I think about the leaders that are leading those organizations to make sure that that's happening. I think about gaps in in those areas of training. How do we make sure that we are putting the support structures in place within our own organizations as manufacturers to make sure that folks can step into those roles? 

I think that there's tons of opportunity just to have teach and train seminars just base-level understanding what commercial, trade and distribution is, and opening that up to growth pathways within the ranks of the pharmaceutical realm, I find that very intriguing, and so I'm looking to have those conversations here to talk about how we can create opportunities for folks who may want to get into the space.

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Cheryl Allen, BS Pharm, MBA, founding partner, Curatio Scientia Advisors, hopes to use the conference to explore how manufacturers can build the talent and support structures required to keep the US drug supply safe and accessible.

Trade & Channel Strategies 2025: Topics of Interest

 podcast where we bring you the latest insights shaping patient access, supply chain/logistics, data & tech, and healthcare innovation. I’m your host, and let’s get into today’s headlines.

Starting in Washington, millions of Americans are facing a 

 after the Senate failed to advance competing proposals to extend the enhanced Affordable Care Act subsidies. Both the Democratic bill for a three-year extension and the Republican alternative using Health Savings Accounts were rejected. With the subsidies set to expire at year-end, approximately 22 million ACA enrollees could see their annual premiums more than double, underscoring continued gridlock over healthcare affordability.

In clinical news, Eli Lilly has announced 

 from the Phase III TRIUMPH-4 trial for its investigational triple-agonist, retatrutide. In adults with obesity and knee osteoarthritis, the 12-mg dose delivered an average weight loss of a 28.7% of their body weight at 68 weeks. Crucially, the trial also met its secondary endpoints, showing clinically meaningful reductions in osteoarthritis pain.

Lastly the pharmaceutical distribution channel is 

 of TrumpRx. This direct-to-consumer platform aims to steer patients toward manufacturer-direct offers for discounted cash prices on select brand-name prescriptions, circumventing traditional PBM revenue models. While the platform promises savings for cash-pay patients, prescriptions must still be processed by licensed pharmacies. This signals a fundamental shift requiring independent pharmacies to rapidly adapt their cash-pricing and patient counseling strategies to maintain market relevance.

. For more insights on trends transforming pharmaceutical access and care delivery, visit 

Thanks for listening—until next time, stay well and stay informed.

Podcasts

Welcome to Pharma Pulse, a Pharmaceutical Commerce podcast where we bring you the latest insights shaping patient access, supply chain/logistics, data & tech, and healthcare innovation. I’m your host, and let’s get into today’s headlines.

Pharma Pulse: ACA Subsidy Gridlock Spurs Cost Crisis, as Lilly’s Retatrutide Delivers Positive Results in Phase III Trial

Jay McHarg, CEO of AeroSafe Global, reacts to the next generation of pharma delivery using innovations such as reusable packaging, integrated delivery systems, and real-time delivery intelligence.

Redefining How Medicines Reach Patients with Next-Gen Supply Chains

At AeroSafe, says Jay McHarg, CEO of AeroSafe Global, the team’s passion is deeply connected to the future of pharmaceutical delivery. Every day, whether in logistics, engineering, supply chain, or assembling delivery packaging, the team focuses on one mission: ensuring patients and providers receive the care they need, when they need it.

This dedication, he says, is driven by a strong sense of purpose. While AeroSafe does not manufacture medications, it plays a critical role in delivering them safely and on time. Team members take pride in their work and embrace urgent requests, recognizing the importance of their role in supporting patient care.

Looking ahead, McHarg explains that AeroSafe is shaping the next generation of pharma delivery through innovations such as reusable packaging, integrated delivery systems, and real-time delivery intelligence. These strategies, he adds, improve reliability, sustainability, and patient trust, helping supply chain leaders meet the evolving needs of specialty therapies while redefining success in the industry.

Did you miss the beginning of this interview? 