Methodology
Pharmaceutical cold chain logistics has moved from specialist capability to strategic backbone.
As biologics, cell and gene therapies, vaccines and complex injectables account for an increasing proportion of new drug approvals, temperature-controlled distribution has become central to product integrity, patient safety, and commercial success. At the same time, supply chains are expanding geographically across fragmented regulatory environments.
Significant investment has flowed into cold chain infrastructure, packaging technologies, digital monitoring, and dedicated pharmaceutical corridors. Yet complexity has grown in parallel.
Who We Surveyed
Industry
Pharmaceutical
Freight Forwader
Job Titles
Director Supply Chain
C-Level Supply Chain / Operations / Digital / Quality
SVP / VP Global Supply Chain
Director / Head of Logistics / Transportation
Control Tower / Operations Lead
Country / Station Manager Pharma
Director / Head of Planning
Director of Quality / Compliance
Head of Digital / Transformation / Innovation
SVP / VP Pharma Vertical
Global / Regional Head of Pharma
C-level Operations / Logistics / Quality
Job Titles
Director Supply Chain
C-Level Supply Chain / Operations / Digital / Quality
SVP / VP Global Supply Chain
Director / Head of Logistics / Transportation
Control Tower / Operations Lead
Country / Station Manager Pharma
Director / Head of Planning
Director of Quality / Compliance
Head of Digital / Transformation / Innovation
SVP / VP Pharma Vertical
Global / Regional Head of Pharma
C-level Operations / Logistics / Quality
Industry
Pharmaceutical
Freight Forwader
This study draws on the perspectives of 120 senior leaders across pharmaceutical manufacturers and freight forwarders, spanning North America, Europe and key growth markets in Asia. The majority of respondents (83%) represent pharmaceutical organisations, complemented by logistics partners (17%), providing a cross-ecosystem view of cold chain performance.
Participants hold predominantly senior, decision-making roles, including directors and heads of supply chain, logistics and planning, as well as global leadership positions in temperature-controlled logistics and cold chain operations.
Locations
Organisations represented range from large global pharmaceutical companies to mid-sized manufacturers and specialised freight providers, reflecting both scale and operational diversity.
This report examines why progress in digital maturity has not always translated into equivalent progress in operational maturity, and what that means for the next phase of pharmaceutical supply chain development.
