CPHI Milan 2026: 3 Takeaways as the CDMO Market Bounces Back

The CDMO market has its confidence back. That was the clearest message from CPHI Milan 2026, which brought the global pharma supply chain to Fiera Milano from 6 to 8 October. Barrington James consultant Austin Hodgson spent the week on the show floor, meeting CDMOs, sponsors and service providers. It's one of the 60+ life sciences conferences our team attends every year.

The mood was noticeably more upbeat than last year, with more energy, more meetings and more people actively looking to do business. In this article, we share Austin's three biggest takeaways, the CDMO trends that stood out, and what they mean for CDMOs, sponsors, CROs and the people they hire.

Three big takeaways

1. Confidence has returned. Compared with last year, far more people came to CPHI ready to talk business. There was more energy, more meetings and a real appetite for new partnerships.

2. CDMOs are investing in capability, not just capacity. The focus has shifted. Adding more reactors and suites is no longer the headline. CDMOs are investing in the technologies, modalities and expertise that set them apart from competitors.

3. Inorganic growth is everywhere. M&A and strategic acquisitions came up again and again. Rather than building everything from scratch, CDMOs are buying their way into new capabilities, sites and geographies quickly. This year's deal flow backs that up: Samsung Biologics' pending $1.8 billion acquisition of PolyPeptide will add peptides to its antibody and ADC offering, while CordenPharma has acquired peptide specialist AmbioPharm (DCAT Value Chain Insights).

The trends that stood out

Pharma CDMO arms are going fully standalone. One of the most striking conversations was about pharma companies spinning their in-house CDMO divisions into fully separate businesses. The thinking is clear: a successful CDMO cannot rely on selling excess capacity left over from internal projects. It needs its own commercial strategy, its own BD team and a genuine customer-first mindset.

The rise of the CRDMO. Big global players, particularly from APAC, are pushing hard on integrated CRDMO offerings. The pitch is simple: take a sponsor from early research, through development and into commercial manufacturing, all under one roof.

Complex modalities lead the conversation. ADCs, peptides, oligonucleotides, HPAPI and biologics dominated discussions. This is where the investment is going, and where competition will be fiercest. Bachem, for example, is expanding capacity across its network to meet demand for peptides and oligonucleotides.

Supply chain resilience is a priority. Sponsors are thinking harder about where their supply chains sit. Dual-sourcing and regional diversification were common topics, echoing what CDMO leaders told Contract Pharma earlier this year about onshoring and networked capacity.

Investment is flowing back. With biotech funding improving, pipelines are moving again and outsourcing demand is picking up. Orrick's Life Sciences Snapshot Q3 2026 reports $14.9 billion of US life sciences venture investment across 633 deals in the first half of 2026.

Commercial hiring is back on the agenda. Many CDMOs are rebuilding or expanding their BD teams. They want commercial people who can sell science and capability, not just capacity.

What it means for CDMOs, sponsors and CROs

For CDMOs: differentiation is everything. The winners will clearly show specialist capability, technical depth and a strong commercial function. Generic capacity alone won't cut it. That is especially true for pharma-owned CDMOs now competing as standalone businesses.

For sponsors: more choice, but choose carefully. There are more integrated options than ever, which is a real opportunity. But partner selection matters. Sponsors should look at long-term fit, capability and supply security, not just price.

For CROs: the lines are blurring. As more CDMOs move upstream into CRDMO models, CROs will feel the pressure. Expect them to partner, specialise or broaden their offering in response.

The talent question

Every one of these trends comes down to people. Investing in new modalities means hiring manufacturing and technical operations specialists who know ADCs, peptides, oligonucleotides and HPAPI. Standalone CDMOs need commercial leaders and BD teams built from scratch. Acquisitions need senior leaders who can bring sites, cultures and teams together.

The most immediate demand is commercial. CDMOs want BD professionals who can sell science and capability, not just capacity, and competition for them is growing. For a wider view of the forces shaping hiring this year, read our Global Life Sciences 2026 Workforce Outlook.

Build the team for what's next

Barrington James partners with CDMOs, sponsors and CROs across the full drug development lifecycle, from technical specialists to commercial leaders.

• Hiring? Whether you're rebuilding a BD team, hiring into a new modality or appointing leaders for a standalone CDMO, speak to Austin and the team about your plans.
• Looking for your next move? If you sell science and capability, or have specialist expertise in ADCs, peptides, oligonucleotides, HPAPI or biologics, browse our latest jobs.

Get in touch today to talk through what CPHI Milan means for your hiring plans or your career.