71 TWENTYFOURSEVENBIOPHARMA Issue 1 / March 2026 SYNGENE in various stages of development,” reflecting a rapid broadening of targets and payload technologies. Strategic partnerships Bains also commented on the outdated industry perception of India as a purely cost-driven destination, citing the country’s scientific networks, regulatory standards and digital governance as evidence of the country’s rapid development. “Ten years ago, most collaborations were about capacity or cost; today, the focus is squarely on capability…” he noted. “India’s combination of scientific depth, infrastructure, and flexibility is now part of the global innovation network, not simply a support function to it.” Syngene’s strategy mirrors a wider shift across the sector. In the past year, European and US biopharma have streamlined supplier networks and partnered with CRDMOs with deep modality expertise. Syngene’s ongoing relationship with Bristol Myers Squibb and its growing analytics collaborations are examples of this approach. Modality structure Bains spoke of the company’s commitment to streamline development. “We have aligned our internal structure around modalities rather than just technologies. That allows teams to own the entire lifecycle of a molecule from early development through GMP manufacturing,” he said. “On the operational side, we are introducing more automation and electronic documentation systems to maintain consistency and audit readiness.” As these capabilities become more widespread, the question then shifts to who can move beyond it. That is where Syngene sees its competitive edge. “Our key differentiator is how tightly our disciplines are connected,” said Bains. “Discovery scientists, development engineers and manufacturing specialists all work within a unified quality framework and data environment. That allows programmes to move faster and with fewer surprises.” It is a structure built to appeal to multinational companies that want partners who can take on complex programmes end-to-end, reducing the uncertainty that comes with handovers. Forward investment In the future, Syngene remain optimistic on the modalities driving the next phase of therapeutic innovation. “We expect continued growth in oncology and immunology, especially with ADCs, bispecifics and peptide conjugates… Peptide-based therapies for metabolic and infectious diseases are also gaining traction,” Bains said. The company is investing accordingly with the expansion of containment facilities, strengthening analytical depth and implementing digital platforms to manage higher-density workflows. The intention is loud and clear. Syngene wants to remain modality-agnostic but scientifically equipped, prepping its infrastructure today for the science of tomorrow. “Our approach is to stay modality-agnostic but technically ready, building the infrastructure and expertise today for the science that is coming next.” Market transition Global pharma’s renewed emphasis on complex biologics and supply-chain robustness marks a turning point for India’s life-sciences sector. Heightened scrutiny around regulatory compliance, data governance and cross-functional integration is raising the bar for CRDMOs. Syngene’s integrated, modality-focused model fits this direction. Whether those investments translate into lasting advantage will depend on the trajectory of ADC and biologics pipelines. Syngene has positioned itself squarely where the industry’s momentum is heading. Reference 1. https://www.drugdiscoverynews.com/what-areantibody-drug-conjugates-adcs-mechanismpipeline-and-outlook-16778 WILL CHU Editorial team 24/7 BIOPHARMA
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