CPHI Milan 2026: Investment Is Only Half the Story

CPHI Milan is always a useful barometer for where the pharmaceutical manufacturing industry is heading. This year, the conversations I had kept coming back to the same themes: growth, investment and how CDMOs can stand out in an increasingly competitive market.

Two areas stood out above the rest. The first is the growth of specialist manufacturing, particularly HPAPI. The second is the push towards more localised, resilient supply chains. Both are creating real opportunities for European CDMOs. But behind every investment announcement sits a question that doesn't always get enough airtime: who is going to deliver it?

HPAPI and complex manufacturing are gathering pace

HPAPI is a space I'm particularly interested in. As more companies move towards highly potent compounds and more complex molecules, the need for specialist containment capabilities is growing quickly. That means more than the right equipment. It takes the right manufacturing infrastructure and experienced technical teams who understand high-containment environments inside out. This is where things get difficult. Finding people with genuine OEB 3–5 experience isn't straightforward. Factor in site location and the need for proven, hands-on experience, and the pool narrows considerably.

Peptides and GLP-1 are reshaping demand

Demand for peptides and GLP-1 therapies is creating opportunities right across the value chain, from API manufacturing and process development to injectable drug product. The challenge is scaling capacity without compromising on quality or reliable supply. Expanding quickly is one thing. Expanding well, with consistent output, is another.

Domestic manufacturing is moving up the agenda

Supply-chain resilience was one of the most talked-about topics in Milan. Companies are looking more closely at where their products are made and how exposed they are to overseas supply.

That is driving conversations about bringing production closer to home. For European CDMOs with the right capabilities and capacity, this could mean new facilities, capacity expansion and fresh investment in local manufacturing.

Investment is one thing. Delivering it is another.

This was, for me, the thread running through every conversation. New facilities and expanded capabilities still need the right people to commission, validate and bring them into commercial operation.

Whether it's a new site, an increase in production capacity or investment in a specialist technology, the challenge is the same: finding people who have already done it before. That is especially true for niche technical roles and senior site leadership positions, where experienced operational leadership and technical expertise become critical.

What this means for sites, sponsors and CDMOs

For sites: Expansion plans need to account for talent from the outset. Experienced people in MSAT, engineering, production, quality and high-containment manufacturing can be difficult to secure, particularly in more remote locations.

For sponsors: Manufacturing location, supply security and access to specialist capabilities are becoming increasingly important when choosing a CDMO partner.

For CDMOs: There is a clear opportunity to invest in specialist capabilities, strengthen European manufacturing networks and differentiate through technical expertise. But the ability to attract the right people will be a deciding factor in whether those plans are delivered.

My overall takeaway

The growth of specialist manufacturing and the move towards localised supply chains are both good news for European CDMOs. They also bring challenges around capacity, infrastructure and, importantly, talent.

I've spent the last year and a half building networks of OEB 3–5 containment specialists across DACH and France, so I'll be watching closely to see how these investment and manufacturing trends develop.

One thing is already clear. The companies that plan for the people they need alongside their investment plans will be in a much stronger position to deliver.

Planning for growth? Plan for the people first.

If you're commissioning a new site, expanding capacity or moving into high-containment manufacturing, the time to think about talent is now, not when the equipment arrives. The specialists who have done it before are few, and the best are rarely on the market for long.

Charlotte has spent 18 months building a network of OEB 3–5 containment specialists across DACH and France. Talk to her before your hiring plan becomes your bottleneck.

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