location: nan, 'Thailand 
year: 2020 source: HSRI 
title: Efavirenz WHO PQ: A case study of a public-private collaboration for technology transfer in production and quality control 
abstract:Background: Technology transfer involved the transfer of knowledge and technical know-how, as well as physical devices and equipment. There have been several factors influencing success. Objective: This study aimed to draw the lesson learned from the Government Pharmaceutical Organization (GPO) and Mylan technology transferring to achieve accreditation by the WHO Prequalification Programme (WHO PQ). Methods: Qualitative research was used. The information was collected by studying the documents published officially and non-officially, and in-depth interviews were conducted with selected key informants relevant to this technology transfer. Then a content analysis was performed. Results: GPO has inherited technology from Mylan, India's leading generic company. Until GPO can produce and control the quality of antiretroviral drugs Efavirenz and certified by the World Health Organization. The important conclusions of this study were as follows 1) The important policy decisions included the policy that impels GPO to be accredited by WHO PQ and the one that GPO decided to collaborate with the Mylan. 2) The success factor was the good relationship between the technology transferor (Mylan) and the technology transferee (GPO). This relationship motivated the intent teamwork between GPO and the Mylan in production as well as quality control that led to accreditation by WHO PQ. The country's supporting factors included the universal health coverage policy, the support of AIDS problem solving by producing HIV antiretroviral drugs in the country, GPO's capacity, and implementing the ‘Sustainable Potential Development Plan in Thailand, Section: WHO Pre-qualification Scheme ’in B.E. 2554. The international context also contributed. For instance, WHO has the Global Fund's approval to support the developing countries with a pharmaceutical production capacity in terms of technical assistance. So those countries can enhance the quality to the level recognized to provide antiretroviral drugs for the projects in several countries in which the procurement can be made using the Global Fund budget. 3) The obstacles that made GPO spent over 17 years to be accredited by WHO PQ, including the GPO's lack of readiness in several aspects. Such as locations, new facility procurement process, designs, technology choice, human resources as well as the GPO management system, causing the executives and committee in some periods paid attention to other issues. According to the lesson learned, forming a new team combining with a new work culture that developed effective teamwork where every member harmoniously works towards goal as well as the support from executives in several periods have contributed to the eventual WHO PQ project accomplishment. That momentum empowers GPO to set up high quality and vigorous work system for pharmaceutical products in the overall appearance of the organization and its personnel until GPO can create an image in the international market for earning trust in the GPO’s products.