M.Pharm – Sem – III Department of Quality Assurance

VENDOR CERTIFICATION M.Pharm – Sem – III Department of Quality Assurance

Content: • Definition • Categories • Benefits of certification • Steps involve in certification • cGMP requirement for vendor certification • Standard procedure for conducting Quality Audit • References

Vendor certification is a supplier-customer partnership ,and can only be successful with the full involvement and agreement of both partners OR It is the combination of activities required to ensure that a vendor will meet the professional and regulatory expectation of the sponsor OR It is the system that assure that a supplier’s product is produced under controlled condition ,resulting in consistent quality conformance DEFINITION:

Relationship between sponsor , vendor and supplier Supplier of manufacturing materials VENDOR (contract manufacturer) contract Supplier of labeling materials VENDOR (contract labeler) SPONSOR contract contract Supplier of packaging materials VENDOR (contract packager)

Characteristic of vendor categories • Vendors are mainly categorized into 4 different categories, • CATEGORY – 1 • generally regarded as EXPERTS • ‘short lived’ in development cycle • contracted to perform limited scope of work • “minimal monitoring” • Example: Supplier customizes a formulation tank. Sponsor reviews and approves the blueprints prior to manufacturing. Then IQ and OQ is planned upon receipt to verify acceptability

CATEGORY – 2 • Well known suppliers of standard containers ,closures ,raw materials and excipients • Certified to an International StandardsOrganization (ISO)-9000 quality management system • Enhanced monitoring issuggested • Example: Well-known supplier of containers/closures supplies multiple lots per year of vials to thesponsor. The sponsor has no historical quality concerns with the supplier. Testing will be conducted upon receipt to verify acceptabilityof materials.

CATEGORY – 3 • Category 3 vendors may be category 2 vendors who are experiencing qualityissues with current incoming inventory or have shown a trend of non-conformance over the last 12 months • Can be contract laboratory operations that provide routine analysis, sometimes in large quantities • The risk of non-conformance of these vendors is greater than with category 2 vendors • advanced monitoring program and an annual audit schedule are recommended.

CATEGORY – 4 • They are sole-source API manufactures • intense monitoring is suggested in this category • Examples: A contract manufacture is supplying clinical trialssupplies. Since thisis the first time that the product is being manufactured at a larger scale, the sponsor has elected to be on site for each event formonitoring and consultation • 100% of the lot will be visually inspected for release upon receipt by the sponsor

COMPARATIVE REVIEW :

Why to qualify vendors ? • Used to determine if the vendor is appropriate for thescope of work • Critical attributes of a partner relationship are • 1) Supplier or customer commitment to a long term relationship • 2) Information sharing • 3) Joint agreement on specifications and performance standards • 4) Performance measurement and feedback • 5) Customer confidence in the supplier’s manufacturing capability • quality, cost, and development • These attributes will vary depending on the status of the supplier-customer relationship

Benefits of the Certification : • Pharma firms not have to carry out their own quality audit of the vendor • Vendors will give assurance that customers of the product will not have to carry out their own quality audit of their systems or products • Rapid and efficient qualification process prior to sale and delivery/acceptance of a system • Reduced cost

Steps involve in certification process : • CUSTOMER TEAMS : • Team includes representative from manufacturing ,package engineering , purchasing and quality assurance team • Also from some other disciplines like finance, research and development • Function : • define the objectives and potential benefits • write a process that can be used as a basis for discussion with suppliers

SUPPLIER SELECTIONS • supplier’s history in terms of quality, delivery, and support service as well as the importance of the specific material to the business • chance of success with a supplier who already has a high commitment to quality and customer service • INITIAL SUPPLIER CONTACTS • The proposed process will be discussed with the supplier • After agreement on the concept the individual components of the process can be reviewed and adapted for mutual satisfaction

Process Elements : • Supplier process • Specifications • Process evaluation • Supplier process • Customer team should visit the supplier’s plant to gain an understanding of the production process and the key elements which impact on the achievement of quality standards • Where a material may be supplied from more than one plant of the supplier, each plant must be treated as a separate entity for certification purposes

Specifications • Detailed review should be made of product specifications with particular reference to legal requirements (compendia, FDA , etc.) • Done to increase the level of assurance on more critical parameters • Example : • 1) In packaging components where improvements in some areas can dramatically impact on line speeds and efficiency • 2) particle size of powder ingredients.

Process evaluation • Supplier must have suitable equipment to monitor the process and this equipment must be routinely calibrated and test methods validated • Statistical process control techniquesshould be applied to demonstrate that the process remained under control, within acceptable operating ranges, throughout each production run • Process control data for several batches should be chosen at random and reviewed to confirm supplier compliance

Process and Specification Changes • Any proposed changes must be clearly documented, with reasons and supporting data, and be reviewed and accepted by the customer prior to introduction • Some changes may require customer evaluation and even FDA approval before acceptance • Changes require, prior review and agreement with the supplier • For example, if the customer wants to make any replacement of a packaging line, there would need to be discussions with the supplier of the packaging components and the customer regarding changes

Customer Inspection • After it has been confirmed that a supplier has a controlled process, there usually will be a period when both parties evaluate material quality and compare data • This provides the needed assurance that supplier and customer have comparable evaluation ability and minimizes future potential for disagreements that are due to test results • Vendor certification provides a strong basis for the application of reduced testing by the customer • If the supplier’s process is under control, evaluation by the customer Is necessary to evaluate any changes during shipment

Supplier Reporting • Since vendor certification is a partnership, it is important that both supplier and customer are kept informed of each other’s difficulties • The supplier must notify the customer of any typical situations or process deviations prior to shipping material so that any additional testing or evaluations may be performed • Supplier should also provide certificates of compliance or certificates of analysis for every batch—formatted in a manner which is acceptable to the customer • The customer should also provide feedback to the supplier with respect to compliance with specification, performance in use, and delivery service

Decertification • Certification results in a high level of reliance on the supplier : reduced incoming inspection, reduced inventories, higher output • Any failure by the supplier for matching the customer’s requirement , may lead to decertification of that supplier for that material • Depending on the nature of the problem it may be possible to work with the supplier to reestablish certification

CGMP REQUIREMENTS FOR VENDOR QUALIFICATION • Divided into two sections • 1) Site Qualification • 2) Site follow-up • Site Qualification : • Vendors selected are evaluated for compliance with the appropriate set of regulations • The results of the audit will be reviewed and the need fora ‘‘site follow-up visit’’ • Site qualification visits are generally performed on a cyclical basis; at least once every 24 months is suggestedunless the supplier becomes problematic • continuous monitoring program is also an essential component

BENEFIT : • ability to evaluate the systems that the vendor uses to produce regulated work product. • If asystems ‘‘gap’’ is detected in any of the quality systems the sponsor should request correctiveaction prior to initiating the work • RISK: • Here the systems reviewis theoretical, not practical • No ‘‘real’’ data can be reviewed prior toinitiating the work • The systems cannot be adequately tested without ‘‘real’’ data

SITE FOLLOW-UP : • Carried out during the course of theproject • Examples of issues that will usually result in site follow-up include • 1) lack of adherence to standard operating procedures • 2) lack of appropriate documentation of training, major renovations to the physical structure of thefacility • 3) if standard operating procedure (SOP) or data integrity questions arise during the course of the study or project

BENEFIT : • Ability to evaluatethe systems that the vendor uses to produce regulated work product in ‘‘real time’’with data generated for a specific project • RISK : • Anycorrections that may be needed will not occur in a timely manner • due to late identification of deficiencies will delay the project

FACTORS TO BE CONSIDER WHEN PLANNING FOLLOW UP VISIT : • The relationship and experience with vendor • The extent of vendor experience with the sponsor scope of work • The sponsor’s regulatory commitments and compliance requirements • The associated risks if project fails

STANDARD PROCEDURE FOR CONDUCTING QUALITY AUDIT : • Standard procedures for conducting the quality audit should beaddressed in the Vendor qualification program • An audit cycle includes • Thepreparation of an audit • Performance of the audit • Reporting of the results ofthe audit • Audit closure or follow-up requirements

Step1: Preparing for the Audit • most critical part of theaudit • takes longer to complete than performing the actual audit • By putting more time into the preparation phase, the performance of theaudit will proceed smoothly. • effective audit plan will include the following elements: • Purpose for the audit • Scope of the audit • Resources required of the sponsor to complete the audit • Number of auditors • Type of auditor or expertise required • Assignment of a lead auditor to take responsibility for the • audit • Reference documents to be used in planning and performing the audit

Step 2: Performing the Audit • The performance of an audit begins with an introductory meeting wherein • all parties are introduced and the agenda is discussed • The performance of an audit is the collection of evidence and verification of information through, • Interviews • Examination of documents • Direct observation of activities, processes, and conditions • Review of raw data related to critical documents

Step 3: Reporting the Results • Audit report should present a summary of the results or findings of the audit • This includesboth positive findings and any areas identified for improvement • Written summary prior to leaving the vendor’s facility allows the vendor tobegin working on the corrective action plans • lead auditor isresponsible for submitting the formal report in a timely fashion • Final audit report should be prepared within 2 weeks from the date of the audit

Step 4: Audit Closure, Corrective Action, and Follow-Up • After audit , vendor is responsible for developing a correctiveaction plan to address any weaknesses or deficiencies identified by the sponsor’s auditors • It is the sponsor’s responsibility to ensure that the correctiveactions are effective and implemented in a timely manner • The sponsor mustverify all commitments through the course of routine monitoring

COMMON PITFALLS IN VENDOR QUALIFICATION • Not establishing the habit of routine update meetings • Overestimating the capabilities of the vendor • Having a false sense of confidence that the vendor will maintain itself atthe same level throughout the contractual relationship • Underestimating the resource-intensiveness of maintaining a vendorQualified • Not switching vendors when appropriate • Not dealing with situations of non-conformance in a timely and effective manner • Overburdening the supplier, as though you were its only client

Cont.. • Underestimating the amount of time and effort it takes to initiallyqualify a vendor • Failing to understand how systems work within the vendor’s organization • Failing to periodically authenticate raw data provided by the supplier

REFRENCES • GMP for pharmaceuticals ( a plan for total quality control from manufacturer to consumer ) volume-109.5th edition Sidney h. Willing • Laboratory auditing for quality regulatory compliance ,volume 150, Donald c .signer et.al • “Pharmaceutical Process validation” second edition, revised and expanded; Marcel Dekker series; Pg.No.347-372.Elizabeth M. Troll , Karen L. Hughes.

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M.Pharm – Sem – III Department of Quality Assurance