Switzerland stands among the world’s leading pharmaceutical manufacturing and export hubs; though that position now faces headwinds from recent US policy moves, as detailed elsewhere in this report. Yet making medicines and vaccines is only part of the picture. The logistics sector that delivers them is growing in importance, especially as medical products rise in value and need to be closely monitored throughout the supply chain.
Moreover, as the percentage of new products that include biological materials increases, temperature-controlled handling has become vital. Everything from cutting-edge cancer drugs – which demand a high level of temperature control due to their sensitivity and value – to mRNA vaccines – millions of which were shipped during the COVID-19 pandemic response – and next-generation diabetes and obesity drugs – for which global demand has skyrocketed – require careful tracking and temperature control.
How are Switzerland’s pharma logistics partners adjusting to more exacting market demands? As with their peers in the contract research and manufacturing spaces, a race to the bottom on price will always be a losing game, given the high costs associated with the country. Instead, they are doubling down on innovation and forging ahead with new technological solutions.
As Richard Ettl, CEO and co-founder of SkyCell explains, “The pharmaceutical industry is shifting from reactive supply chain management to proactive, intelligence-driven logistics, powered by real-time data, Artificial Intelligence (AI), and Internet of Things (IoT) technologies.”
For SkyCell – a 12-year-old operation born from the realisation that conventional packaging no longer provided adequate protection as pharmaceutical manufacturing transitioned from chemical compounds to biologics – AI is more than just a buzzword.
“We use AI to evaluate shipments continuously, anticipate risks, suggest preventive actions, and escalate alerts when intervention is required,” says Ettl.
“This represents a paradigm shift in pharmaceutical logistics. By moving beyond passive tracking to intelligent, responsive logistics, we are redefining how pharmaceuticals are transported, enhancing supply chain resilience, efficiency, and security on a global scale.”
Switzerland also hosts the healthcare operations of global logistics giants like CEVA. Under the leadership of industry veteran Eric ten Kate, CEVA – historically a major player in the automotive, luxury, consumer retail, aerospace, and defence industries – has been bolstering its healthcare logistics footprint since acquiring Bolloré Logistics last year. It now boasts a who’s who client list from major pharma and has significantly expanded its offering.
As ten Kate explains, “our scope, once limited to in-warehouse logistics, now extends across the full supply chain, with a growing emphasis on outbound freight management, visibility solutions, and seamless customer integration through platforms such as Electronic Data Interchange (EDI).”
The scale of the global group is allowing CEVA to implement some ambitious tech initiatives, including a “follow-the-sun” control tower model designed to ensure seamless 24/7 oversight of the network and the analysis of new types of information.
“Fundamental to our vision is the integration of diverse data sources – vehicle and aircraft telematics, weather patterns, traffic flows, and packaging sensors – into a unified platform that supports predictive lane risk assessments and route validation,” states ten Kate.
“While such precision introduces complexity, particularly in managing discrepancies across data loggers, it also reinforces the need for a singular verified view of events, a shared “source of truth.” This is made possible only through transparent collaboration across all supply chain partners and is particularly crucial in healthcare, where the stakes are high and the ultimate objective is patient safety.”
For all logistics players hoping to strike deals with Swiss manufacturers, the barriers to entry have increased, with much more now expected of potential partners. “The emphasis on efficiency in Switzerland extends beyond manufacturing to logistics,” lays out Ettl.
“Securing partnerships with major industry players demands more than just technological superiority. Companies must provide end-to-end solutions that not only optimise cost and mitigate risk but also address the growing imperative of sustainability.”
But logistics is, by definition, a global industry, and all of this is taking place in an increasingly dynamic international market and a volatile geopolitical climate. High-impact events such as the Suez Canal blockage and the ongoing Red Sea crisis are being accompanied by longer-term calls for localised manufacturing and nearshoring, while the rise of e-commerce is driving down prices and – along with environmental sustainability concerns – leading to a shift from air to ocean freight for many lower-cost devices and generic medicines.
“All these trends underscore the continued fragility of global logistics networks, reinforcing the importance of agility, contingency planning, and real-time visibility,” concludes ten Kate. “Logistics players must prioritise the ability to anticipate and adapt, leveraging close client relationships to build integrated, end-to-end solutions that extend beyond traditional logistics execution.”
