Prioritizing new malaria vaccine candidates for further development

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Probability of success (%) How to approach prioritization • A wide range of tools • Most efficient and effective, when done as a portfolio rather than on a project-by-project basis • Incents better resource stewardship • Allows richer strategic trade-offs analyses Probability of Success (%) vs. Cost vs. NPV Development costs (x$10M) (Bubble area is proportional to NPV) 20
Cost Low High A commercial-sector model <strong>for</strong> prioritization: Portfolio management Inputs Metrics Low High Probability of success (POS) (Bubble area is proportional to NPV) POS (risk) Costs Value Probability of technical & regulatory success (PTRS) Commercialization risk Development costs Commercialization, including cost of goods sold (COGs) Net present value (NPV) (discounted cash flow) “Strategic value” 21
Page 1 and 2: Prioritizing New Malaria Vaccine Ca
Page 3 and 4: Why prioritize • No need to prior
Page 5 and 6: Global malaria vaccine pipeline Pha
Page 7 and 8: What to prioritize • Strategic go
Page 9 and 10: The Malaria Vaccine Technology Road
Page 11 and 12: 1 2 Reasons to update the Roadmap
Page 13 and 14: Updating the Malaria Vaccine Techno
Page 15 and 16: Strategic goals, outcomes, and vacc
Page 17 and 18: Strategic goals, outcomes, and vacc
Page 19: Thoughts on how vaccine candidates
Page 23 and 24: Cost Low High A commercial-sector m
Page 25 and 26: Sources and management of uncertain
Page 27 and 28: Prioritizing through defining/manag
Page 29 and 30: Summary • There is an ongoing nee

Prioritizing new malaria vaccine candidates for further development

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