Medical Affairs Resource Allocation for the Global Marketplace

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This report examines medical affairs departments across more than 60 US, global and country-level organizations. The data specify the staffing levels and budgets necessary to support activities for 12 medical affairs subfunctions.  Additional department profiles provide a comprehensive overview of real-world medical affairs teams.

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Report Details

Publication Date: April 2013
Pages: 301
Chapters: 8
Metrics: 500+
Charts/Graphics: 230

Top Reasons to Buy This Medical Affairs Resource Allocation for the Global Marketplace Report

Build strong networks to increase inter-team communication: Learn how top-performing companies create optimal medical affairs networks based on their organizational structure and individual countries’ regulatory requirements. Then, support these structures by defining roles to facilitate groups across multiple geographies.  The best practices contained in this report will show you how top medical affairs teams define and communicate roles and responsibilities to connect groups across multiple geographies.

Maximize resources to empower teams: Expanding responsibilities requires medical affairs groups to prioritize their resources. Analyze four years of budgets and staffing levels for the medical affairs team, including detailed resource allocation breakdowns for dedicated subfunctions. See how changes in product portfolios impact staffing, and identify which subfunctions typically need the most support.

Position medical affairs as the intersection of clinical and commercial information: The incorporation of health economics and outcomes research (HEOR) teams into existing structures is just one of a growing number of trends impacting medical affairs teams.  Embrace the importance of HEOR, regulatory affairs, drug safety and compliance groups under the medical affairs umbrella.  Use the data in this study to plan for growth within field-based teams, as well as within corporate-level medical affairs departments.

Excerpt from Medical Affairs Resource Allocation for the Global Marketplace

Blockbuster patent expirations are impacting pharmaceutical companies throughout the industry. Dramatic shifts in corporate earnings send budgetary shockwaves through nearly every department of a pharmaceutical or device manufacturer. Even at some of the largest companies, medical affairs teams — seemingly insulated from spending cuts during the economic crisis in the late 2000s — have been issued a challenging mandate: Do more with less. Although serving the medical communityis an important corporate responsibility, life science companies cannot spend outside their means to do so. Today, medical affairs groups must not only manage their core responsibilities — to generate, package and disseminate medical and clinical
information — but also have been asked to take the lead on other important activities such as health economics and pharmacovigilance.

Regulators are asking medical affairs teams to take on more responsibilities as well. Physician payment and reporting provisions laid out in the Sunshine Act are due to begin by August 2013 — sending some companies scrambling to get their documentation procedures in order. Also, over the past several years, the US Office of the Inspector General (OIG) has tagged a majority of the largest pharmaceutical companies operating in the US with corporate integrity agreements. These agreements — varying slightly from company to company — demand that documentation and other standard operating procedures be implemented for nearly every activity involving physician interactions — from publications planning to speaker programs. While executives applaud a move toward transparency, few are pleased with the investments required to update their systems. One executive estimated a $1.5 million cost to bring his medical affairs team into compliance with the corporate integrity agreement.

Table of Contents

13           Executive Summary

18           Study Methodology

19           Study Definitions

20           Medical Affairs: Five Key Recommendations For Success

29           Medical Affairs Structure And Cross-functional Communication

33           Department Structure and Reporting Relationships

46           Communicating Across Geographies Within the Medical Affairs Organization

55           Communicating and Interacting with Commercial Teams

64           Medical Affairs Resourcing And Budgets

68           US Market Demands High Medical Affairs Investment

77           Global Teams Focus Resources on Strategy Development

86           Country-Level Teams Gain Medical Affairs Responsibilities

95           Thought Leader Engagement And Documentation

98           Expand MSL Teams’ Role by Incorporating Additional Medical Affairs Responsibilities

108         Leverage Thought Leader Development Teams to Shape KOL Relationships

122         Medical Affairs Technology and Thought Leader Documentation

140         Medical Communications: Balancing Medical Information Resources and Managing Company Publications

146         The Burgeoning Role of Companies’ Medical Information Teams

162         Leveraging Medical Publications Teams to Support Companies’ Clinical Trial Activities

176         Investigator Initiated Trials and Medical Grants

178         Investigator Initiated Trials Support Medical Affairs and Market Access Functions

194         Medical Grants Complement Market Access Efforts

210         Medical Education And Speaker Programs

212         Medical Education Importance Varies by Company

227         Speaker Programs Cope with Sunshine Act’s Transparency Requirements

243         Expanding Responsibilities In Medical Affairs

245         Health Economics Pairs Medical Affairs with Market Access

250         Pharmacovigilance and Drug Safety Influence Medical Affairs Priorities

255         Regulatory Affairs and Compliance: Key Parts of Medical Affairs Functions

262         Medical Affairs Team Profiles

Charts and Graphics

13           Executive Summary

20           Medical Affairs: Five Key Recommendations for Success

23           Figure E.1: Companies’ Usage of Internal Database Type By Geographic Responsibility

24           Figure E.2: Change in Health Economics Budget from 2013 to 2014 at All Companies

27           Figure E.3: Percentage of Country-Level Medical Affairs Departments Responsible for Activity (2010 Data)

28           Figure E.4: Percentage of Medical Affairs Groups with Responsibility Over Medical Science Liaisons (2013 Data)

29           Medical Affairs Structure and Cross-Functional Communication

30           Figure 1.1: Percentage Breakdown of Medical Affairs Structures Within The Organization

32           Figure 1.2: Percentage Breakdown of Medical Affairs Teams’ Functional Oversight

33           Department Structure and Reporting Relationships

36           Figure 1.3: Decentralized Medical Affairs Team Structure: Company A

40           Figure 1.4: Medical Affairs Team Structure Decentralized By Business Unit: Company G

44           Figure 1.5: Global Centralized Medical Affairs Team Structure Organized Under R&D: Company B

45           Figure 1.6: Percentage Breakdown of Positions That Lead Medical Affairs

46           Communicating Across Geographies Within the Medical Affairs Organization

51           Figure 1.7: Percentage of US Groups Responsible for Specific Medical Affairs Subfunctions

52           Figure 1.8: Percentage of Global Groups Responsible for Specific Medical Affairs Subfunctions

53           Figure 1.9: Percentage of Country-Level Groups Responsible for Specific Medical Affairs Subfunctions

55           Communicating and Interacting with Commercial Teams

61           Figure 1.10: Global Legal Review Process: Company D

64           Medical Affairs Resourcing and Budgets

68           US Market Demands High Medical Affairs Investment

69           Figure 2.1: 2013 Medical Affairs Staffing at US Groups (Excluding Field-based Personnel)

71           Figure 2.2: Percentage of US Medical Affairs Groups That Outsource One Or More Subfunctions

71           Figure 2.3: Percentage of US Groups Outsourcing Medical Affairs Subfunctions

73           Figure 2.4: 2011 US Medical Affairs Budgets

73           Figure 2.5: 2012 US Medical Affairs Budgets

74           Figure 2.6: 2013 US Medical Affairs Budgets

75           Figure 2.67 Percentage Change in US Medical Affairs Budgets from 2012 to 2013

76           Figure 2.8: Estimated 2014 US Medical Affairs Budgets

76           Figure 2.9: Percentage Change in US Medical Affairs Budgets from 2013 to 2014

77           Global Teams Focus Resources on Strategy Development

79           Figure 2.10: 2013 Medical Affairs Staffing at Global Groups (Excluding Field-based Personnel)

80           Figure 2.11: Percentage of Global Medical Affairs Groups That Outsource One Or More Subfunctions

80           Figure 2.12: Percentage of Global Groups Outsourcing Medical Affairs Subfunctions

82           Figure 2.13: 2011 Global Medical Affairs Budgets

82           Figure 2.14: 2012 Global Medical Affairs Budgets

83           Figure 2.16: 2013 Global Medical Affairs Budgets

84           Figure 2.15: Percentage Change in Global Medical Affairs Budgets from 2012 to 2013

85           Figure 2.17: Estimated 2014 Global Medical Affairs Budgets

85           Figure 2.18: Percentage Change in Global Medical Affairs Budgets from 2013 to 2014

86           Country-Level Teams Gain Medical Affairs Responsibilities

88           Figure 2.19: 2013 Medical Affairs Staffing at Country-Level Groups (Excluding Field-based Personnel)

89           Figure 2.20: Percentage of Country-Level Medical Affairs Groups That Outsource One Or More Subfunctions

89           Figure 2.21: Percentage of Country-Level Groups Outsourcing Medical Affairs Subfunctions

90           Figure 2.22: 2011 Country-Level Medical Affairs Budgets

91           Figure 2.23: 2012 Country-Level Medical Affairs Budgets

92           Figure 2.24: Percentage Change in Country-Level Medical Affairs Budgets from 2012 to 2013

93           Figure 2.25: 2013 Country-Level Medical Affairs Budgets

94           Figure 2.26: Estimated 2014 Country-Level Medical Affairs Budgets

94           Figure 2.27: Percentage Change in Country-Level Medical Affairs Budgets from 2013 to 2014

95           Thought Leader Engagement and Documentation

96           Figure 3.1: Percentage of Medical Affairs Groups with Responsibility Over Medical Science Liaisons

97           Figure 3.2: Percentage of Medical Affairs Groups with Responsibility Over Thought Leader Development

98           Expand Msl Teams’ Role By Incorporating Additional Medical Affairs Responsibilities

101         Figure 3.3: Number of FTEs Dedicated to Medical Science Liaisons in 2013 and 2014 at US Groups

101         Figure 3.4: Changes in Medical Science Liaisons Staffing from 2013 to 2014 at US Groups

102         Figure 3.5: Percentage of Medical Affairs Budget Dedicated to Medical Science Liaisons at US Groups

103         Figure 3.6: 2013 Budget for Medical Science Liaisons at US Groups

103         Figure 3.7: Change in Medical Science Liaisons Budget from 2013 to 2014 at US Groups

105         Figure 3.8: Number of FTEs Dedicated to Regional Medical Science Liaison Teams in 2013

105         Figure 3.9: Change in Medical Science Liaisons Staffing from 2013 to 2014 for Regional Msl Teams

106         Figure 3.10: Percentage of Medical Affairs Budget Dedicated to Regional Medical Science Liaison Teams

107         Figure 3.11: 2013 Budget for Medical Science Liaison Teams

107         Figure 3.12: Change in Budget from 2013 to 2014 for Regional Medical Science Liaison Teams

108         Leverage Thought Leader Development Teams to Shape KOL Relationships

110         Figure 3.13: Number of FTEs Dedicated to Thought Leader Development in 2013 and 2014 at US Groups

111         Figure 3.14: Changes in Thought Leader Development Staffing from 2013 to 2014 at US Groups

112         Figure 3.15: Percentage of Medical Affairs Budget Dedicated to Thought Leader Development at US Groups

112         Figure 3.16: 2013 Budget for Thought Leader Development at US Groups

113         Figure 3.17: Change in Thought Leader Development Budget from 2013 to 2014 at US Groups

114         Figure 3.18: Number of FTEs Dedicated to Thought Leader Development in 2013 and 2014 at Global Groups

115         Figure 3.19: Change in Thought Leader Development Staffing from 2013 to 2014 at Global Groups

116         Figure 3.20: Percentage of Medical Affairs Budget Dedicated to Thought Leader Development at Global Groups

116         Figure 3.21: 2013 Budget for Thought Leader Development at Global Groups

117         Figure 3.22: Change in Thought Leader Development Budget from 2013-2014 at Global Groups

118         Figure 3.23: Number of FTEs Dedicated to Thought Leader Development in 2013 and 2014 at Country-Level Groups

119         Figure 3.24: Change in Thought Leader Development Staffing from 2013 to 2014 at Country-Level Groups

120         Figure 3.25: Percentage of Medical Affairs Budget Dedicated to Thought Leader Development at Country-Level Groups

121         Figure 3.26: 2013 Budget for Thought Leader Development at Country-Level Groups

121         Figure 3.27: Change in Thought Leader Development Budget from 2013 to 2014 at Country Level Groups

122         Medical Affairs Technology and Thought Leader Documentation

124         Figure 3.28: Percentage of US Medical Groups with Responsibility Over Physician-Interaction Databases

125         Figure 3.29: Type of Physician-Interaction Database Used By US Medical Affairs Groups

126         Figure 3.30: Access Granted to Physician-Interaction Databases at US Medical Affairs Groups

127         Figure 3.31: Usage of Newer Technology By US Medical Affairs Groups

128         Figure 3.32: Age of Physician-Interaction Database Used By US Medical Affairs Groups

129         Figure 3.33: Percentage of Global Medical Groups with Responsibility Over Physician-Interaction Databases

130         Figure 3.34: Type of Physician-Interaction Database Used By Global Medical Affairs Groups

131         Figure 3.35: Access Granted to Physician-Interaction Database at Global Medical Affairs Groups

132         Figure 3.36: Usage of Newer Technology by Global Medical Affairs Groups

133         Figure 3.37: Age of Physician-Interaction Database Used by Global Medical Affairs Groups

134         Figure 3.38: Percentage of Country-Level Medical Groups with Responsibility Over Physician-Interaction Databases

135         Figure 3.39: Type of Physician-Interaction Database Used by Country-Level Medical Affairs Groups

136         Figure 3.40: Age of Physician-Interaction Database Used by Country-Level Medical Affairs Groups

137         Figure 3.41: Usage of Newer Technology by Country-Level Medical Affairs Groups

140         Medical Communications: Balancing Medical Information Resources and Managing Company Publications

141         Figure 4.1: Percentage of Medical Affairs Groups with Responsibility Over Medical Information

142         Figure 4.2: Percentage of Medical Affairs Groups with Responsibility Over Medical Publications

146         The Burgeoning Role of Companies’medical Information Teams

147         Figure 4.3: Number of FTEs Dedicated to Medical Information in 2013 and 2014 at US Groups

148         Figure 4.4: Change in Medical Information Staffing from 2013 to 2014 at US Groups

149         Figure 4.5: Percentage of Medical Affairs Budget Dedicated to Medical Information at US Groups

150         Figure 4.6: 2013 Budget for Medical Information at US Groups

151         Figure 4.7: Change in Medical Information Budget from 2013 to 2014 at US Groups

152         Figure 4.8: Number of FTEs Dedicated to Medical Information in 2013 and 2014 at Global Groups

153         Figure 4.9: Change in Medical Information Staffing from 2013 to 2014 at Global Groups

154         Figure 4.10: Percentage of Medical Affairs Budget Dedicated to Medical Information at Global Groups

155         Figure 4.11: 2013 Budget for Medical Information at Global Groups

156         Figure 4.12: Change in Medical Information Budget from 2013 to 2014 at Global Groups

157         Figure 4.13: Number of FTEs Dedicated to Medical Information in 2013 and 2014 at Country-Level Groups

158         Figure 4.14: Change in Medical Information Staffing from 2013 to 2014 at Country-Level Groups

159         Figure 4.15: Percentage of Medical Affairs Budget Dedicated to Medical Information at Country-Level Groups

160         Figure 4.16: 2013 Budget for Medical Information at Country-Level Groups

161         Figure 4.17: Change in Medical Information Budget from 2013 to 2014 at Country-Level Groups

162         Leveraging Medical Publications Teams to Support Companies’ Clinical Trial Activities

164         Figure 4.18: Number of FTEs Dedicated to Medical Publications in 2013 and 2014 at US Groups

164         Figure 4.19: Changes in Medical Publications Staffing from 2013 to 2014 at US Groups

165         Figure 4.20: Percentage of Medical Affairs Budget Dedicated to Medical Publications at US Groups

166         Figure 4.21: 2013 Budget for Medical Publications at US Groups

166         Figure 4.22: Change in Medical Publications Budget from 2013 to 2014 at US Groups

167         Figure 4.23: Number of FTEs Dedicated to Medical Publications in 2013 and 2014 at Global Groups

168         Figure 4.24: Change in Medical Publications Staffing from 2013 to 2014 at Global Groups

169         Figure 4.25: Percentage of Medical Affairs Budget Dedicated to Medical Publications at Global Groups

170         Figure 4.26: 2013 Budget for Medical Publications at Global Groups

171         Figure 4.27: Change in Medical Publications Budget from 2013 to 2014 at Global Groups

172         Figure 4.28: Number of FTEs Dedicated to Medical Publications in 2013 and 2014 at Country-Level Groups

173         Figure 4.29: Change in Medical Publications Staffing from 2013 to 2014 at Country-Level Groups

174         Figure 4.30: Percentage of Medical Affairs Budget Dedicated to Medical Publications at CountryLevel Groups

175         Figure 4.31: 2013 Budget for Medical Publications at Country-Level Groups

175         Figure 4.32: Change in Medical Publications Budget from 2013 to 2014 at Country-Level Groups

176         Investigator Initiated Trials and Medical Grants

177         Figure 5.1: Percentage of Medical Affairs Groups with Responsibility Over Investigator Initiated Trials

177         Figure 5.2: Percentage of Medical Affairs Groups with Responsibility Over Medical Grants

178         Investigator Initiated Trials Support Medical Affairs and Market Access Functions

179         Figure 5.3: Number of FTEs Dedicated to Investigator Initiated Trials in 2013 and 2014 at US Groups

180         Figure 5.4: Change in Investigator Initiated Trials Staffing from 2013 to 2014 at US Groups

181         Figure 5.5: Percentage of Medical Affairs Budget Dedicated to Investigator Initiated Trials at US Groups

182         Figure 5.6: 2013 Budget for Investigator Initiated Trials at US Groups

183         Figure 5.7: Change in Investigator Initiated Trials Budget from 2013 to 2014 at US Groups

184         Figure 5.8: Number of FTEs Dedicated to Investigator Initiated Trials in 2013 and 2014 at Global Groups

185         Figure 5.9: Change in Investigator Initiated Trials Staffing from 2013 to 2014 at Global Groups

186         Figure 5.10: Percentage of Medical Affairs Budget Dedicated to Investigator Initiated Trials at Global Groups

187         Figure 5.11: 2013 Budget for Investigator Initiated Trials at Global Groups

188         Figure 5.12: Change in Investigator Initiated Trials Budget from 2013 to 2014 at Global Groups

189         Figure 5.13: Number of FTEs Dedicated to Investigator Initiated Trials in 2013 and 2014 at CountryLevel Groups

190         Figure 5.14: Change in Investigator Initiated Trials Staffing from 2013 to 2014 at Country-Level Groups

191         Figure 5.15: Percentage of Medical Affairs Budget Dedicated to Investigator Initiated Trials at Country-Level Groups

192         Figure 5.16: 2013 Budget for Investigator Initiated Trials at Country-Level Groups

193         Figure 5.17: Change in Investigator Initiated Trials Budget from 2013 to 2014 at Country-Level Groups

194         Medical Grants Complement Market Access Efforts

195         Figure 5.18: Number of FTEs Dedicated to Medical Grants in 2013 and 2014 at US Groups

196         Figure 5.19: Change in Medical Grants Staffing from 2013 to 2014 at US Groups

197         Figure 5.20: Percentage of Medical Affairs Budget Dedicated to Medical Grants at US Groups

198         Figure 5.21: 2013 Budget for Medical Grants at US Groups

199         Figure 5.22: Change in Medical Grants Budget from 2013 to 2014 at US Groups

200         Figure 5.23: Number of FTEs Dedicated to Medical Grants in 2013 and 2014 at Global Groups

201         Figure 5.24: Change in Medical Grants Staffing from 2013 to 2014 at Global Groups

202         Figure 5.25: Percentage of Medical Affairs Budget Dedicated to Medical Grants at Global Groups

203         Figure 5.26: 2013 Budget for Medical Grants at Global Groups

204         Figure 5.27: Change in Medical Grants Budget from 2013 to 2014 at Global Groups

205         Figure 5.28: Number of FTEs Dedicated to Medical Grants in 2013 and 2014 at Country-Level Groups

206         Figure 5.29: Change in Medical Grants Staffing from 2013 to 2014 at Country-Level Groups

207         Figure 5.30: Percentage of Medical Affairs Budget Dedicated to Medical Grants at Country-Level Groups

208         Figure 5.31: 2013 Budget for Medical Grants at Country-Level Groups

209         Figure 5.32: Change in Medical Grants Budget from 2013 to 2014 at Country-Level Groups

210         Medical Education and Speaker Programs

211         Figure 6.1: Percentage of Medical Affairs Groups with Responsibility Over Medical Education

211         Figure 6.2: Percentage of Medical Affairs Groups with Responsibility Over Speaker Programs

212         Medical Education Importance Varies By Company

213         Figure 6.3: Number of FTEs Dedicated to Medical Education in 2013 and 2014 at US Groups

213         Figure 6.4: Change in Medical Education Staffing from 2013 to 2014 at US Groups

214         Figure 6.5: Percentage of Medical Affairs Budget Dedicated to Medical Education at US Groups

215         Figure 6.6: 2013 Budget for Medical Education at US Groups

216         Figure 6.7: Change in Medical Education Budget from 2013 to 2014 at US Groups

217         Figure 6.8: Number of FTEs Dedicated to Medical Education in 2013 and 2014 at Global Groups

218         Figure 6.9: Change in Medical Education Staffing from 2013 to 2014 at Global Groups

219         Figure 6.10: Percentage of Medical Affairs Budget Dedicated to Medical Education at Global Groups

220         Figure 6.11: 2013 Budget for Medical Education at Global Groups

221         Figure 6.12: Change in Medical Education Budget from 2013 to 2014 at Global Groups

222         Figure 6.13: Number of FTEs Dedicated to Medical Education in 2013 and 2014 at Country-Level Groups

223          Figure 6.14: Change in Medical Education Staffing from 2013 to 2014 at Country-Level Groups

224         Figure 6.15: Percentage of Medical Affairs Budget Dedicated to Medical Education at CountryLevel Groups

225         Figure 6.16: 2013 Budget for Medical Education at Country-Level Groups

226         Figure 6.17: Change in Medical Education Budget from 2013 to 2014 at Country-Level Groups

227         Speaker Programs Cope with Sunshine Act’s Transparency Requirements

228         Figure 6.18: Number of FTEs Dedicated to Speaker Programs in 2013 and 2014 at US Groups

229         Figure 6.19: Change in Speaker Programs Staffing from 2013 to 2014 at US Groups

230         Figure 6.20: Percentage of Medical Affairs Budget Dedicated to Speaker Programs at US Groups

231         Figure 6.21: 2013 Budget for Speaker Programs at US Groups

232         Figure 6.22: Change in Speaker Programs Budget from 2013 to 2014 at US Groups

233         Figure 6.23: Number of FTEs Dedicated to Speaker Programs in 2013 and 2014 at Global Groups

234         Figure 6.24: Change in Speaker Programs Staffing from 2013 to 2014 at Global Groups

235         Figure 6.25: Percentage of Medical Affairs Budget Dedicated to Speaker Programs at Global Groups

236         Figure 6.26: 2013 Budget for Speaker Programs at Global Groups

237         Figure 6.27: Change in Speaker Programs Budget from 2013 to 2014 at Global Groups

238         Figure 6.28: Number of FTEs Dedicated to Speaker Programs in 2013 and 2014 at Country-Level Groups

239         Figure 6.29: Change in Speaker Programs Staffing from 2013 to 2014 at Country-Level Groups

240         Figure 6.30: Percentage of Medical Affairs Budget Dedicated to Speaker Programs at CountryLevel Groups

241         Figure 6.31: 2013 Budget for Speaker Programs at Country-Level Groups

242         Figure 6.32: Change in Speaker Programs Budget from 2013 to 2014 at Country-Level Groups

243         Expanding Responsibilities in Medical Affairs

244         Figure 7.1: Percentage of Medical Affairs Groups with Responsibility Over Health Economics

244         Figure 7.2: Percentage of Medical Affairs Groups with Responsibility Over Drug Safety/Pharmacovigilance

245         Health Economics Pairs Medical Affairs with Market Access

246         Figure 7.3: Number of FTEs Dedicated to Health Economics in 2013 and 2014 at All Companies

247         Figure 7.4: Change in Health Economics Staffing from 2013 to 2014 at All Companies

248         Figure 7.5: Percentage of Medical Affairs Budget Dedicated to Health Economics at All Companies

249         Figure 7.6: Change in Health Economics Budget from 2013 to 2014 at All Companies

250         Pharmacovigilance and Drug Safety Influence Medical Affairs Priorities

251         Figure 7.7: Number of FTEs Dedicated to Pharmacovigilance/drug Safety in 2013 and 2014 at All Companies

252         Figure 7.8: Change in PharmacovigIlance/drug Safety Staffing from 2013 to 2014 at All Companies

253         Figure 7.9: Percentage of Medical Affairs Budget Dedicated to PharmacovigIlance/Drug Safety at All Companies

254         Figure 7.10: Change in PharmacovigIlance/drug Safety Budget from 2013 to 2014 at All Companies

255         Regulatory Affairs and Compliance: Key Parts of Medical Affairs Functions

256         Figure 7.11: Percentage of Medical Affairs Groups with Responsibility Over Regulatory Affairs

256         Figure 7.12: Percentage of Medical Affairs Groups with Responsibility Over Compliance

258         Figure 7.13: Number of FTEs Dedicated to Regulatory Affairs in 2013 at All Companies

259         Figure 7.14: Percentage of Medical Affairs Budgets Dedicated to Regulatory Affairs at All Companies

260         Figure 7.15: Number of FTEs Dedicated to Compliance in 2013 and 2014 at All Companies

261         Figure 7.16: Percentage of Medical Affairs Budgets Dedicated to Compliance at All Companies

262         Medical Affairs Team Profiles

263         Figure 8.1: Company 25 Medical Affairs Structure

264         Figure 8.2: Company 25 Medical Affairs Budget

265         Figure 8.3: Company 25 Medical Affairs Staffing

266         Figure 8.4: Company 25 Medical Affairs Technology

267         Figure 8.5: Company 5 Medical Affairs Structure

268         Figure 8.6: Company 5 Medical Affairs Budget and Staffing

269         Figure 8.7: Company 5 Medical Affairs Technology

270         Figure 8.8: Company 36 Medical Affairs Structure

271         Figure 8.9: Company 36 Medical Affairs Budget

272         Figure 8.10: Company 36 Medical Affairs Staffing

273         Figure 8.11: Company 36 Medical Affairs Technology

274         Figure 8.12: Company 4 Medical Affairs Structure

275         Figure 8.13: Company 4 Medical Affairs Budget

276         Figure 8.14: Company 4 Medical Affairs Staffing

277         Figure 8.15: Company 4 Medical Affairs Technology

278         Figure 8.16: Company 7 Medical Affairs Structure

279         Figure 8.17: Company 7 Medical Affairs Budget

280         Figure 8.18: Company 7 Medical Affairs Staffing and Technology

281         Figure 8.19: Company 22 Medical Affairs Structure

282         Figure 8.20: Company 22 Medical Affairs Budget

283         Figure 8.21: Company 22 Medical Affairs Staffing and Technology

284         Figure 8.22: Company 22 Medical Affairs Technology

285         Figure 8.23: Company 23 Medical Affairs Structure

286         Figure 8.24: Company 23 Medical Affairs Budget

287         Figure 8.25: Company 23 Medical Affairs Staffing

288         Figure 8.26: Company 23 Medical Affairs Technology

289         Figure 8.27: Company 8 Medical Affairs Structure

290         Figure 8.28: Company 8 Medical Affairs Budget

291         Figure 8.29: Company 8 Medical Affairs Staffing

292         Figure 8.30: Company 8 Medical Affairs Technology

293         Figure 8.31: Company 9 Medical Affairs Structure

294         Figure 8.32: Company 9 Medical Affairs Budget

295         Figure 8.33: Company 9 Medical Affairs Staffing and Technology

296         Figure 8.34: Company 3 Medical Affairs Structure

297         Figure 8.35: Company 3 Medical Affairs Budget

298         Figure 8.36: Company 3 Medical Affairs Staffing

299         Figure 8.37: Company 3 Medical Affairs Technology

300         Figure 8.38: Company 29 Medical Affairs Structure

301         Figure 8.39: Company 29 Medical Affairs Budget

302         Figure 8.40: Company 29 Medical Affairs Staffing and Technology