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O presente trabalho avalia o contributo estratégico do Laboratório Nacional do Medicamento para o fortalecimento da produção nacional de medicamentos, visando reforçar a soberania e a segurança sanitária e farmacêutica no contexto nacional e europeu. Adota-se uma metodologia qualitativa, baseada num estudo de caso, que conjuga análise documental, entrevistas semiestruturadas e aplicação de uma matriz de diagnóstico que reúne a avaliação interna e externa do Laboratório, complementada por uma análise de stakeholders, permitindo a seleção dos contributos a serem fomentados como linhas estratégicas a implementar. Os principais resultados evidenciam a capacidade do Laboratório para produzir medicamentos estratégicos, o seu papel emergente na constituição da reserva estratégica nacional de medicamentos atualizada e formalizada e a necessidade de coordenação interinstitucional para viabilizar as linhas de ação delineadas. Identificam-se limitações relacionadas com a escala produtiva e o regime financeiro que o caracterizam. Conclui-se que o Laboratório detém potencial para se afirmar como um ativo estratégico essencial, desde que supere os desafios internos e reforce a articulação com os stakeholders críticos. Tal articulação deverá permitir mitigar a dependência externa de matérias-primas e contorne os constrangimentos que a concorrência da indústria farmacêutica privada impõe, aproveitando oportunidades de financiamento e promovendo relações sinérgicas com entidades congéneres.
This study assesses the strategic contribution of the National Medicines Laboratory to strengthening national medicines production, with a view to reinforcing sovereignty and health and pharmaceutical safety in the national and European context. A qualitative methodology was adopted, based on a case study, which combines documentary analysis, semi-structured interviews and the application of a diagnostic matrix that brings together the internal and external evaluation of the Laboratory, complemented by a stakeholder analysis, allowing the selection of contributions to be promoted as strategic lines to be implemented. The main results show the Laboratory's capacity to produce strategic medicines, its emerging role in the constitution of the updated and formalized national strategic reserve of medicines and the need for inter-institutional coordination to make the outlined lines of action viable. Limitations related to the scale of production and the financial regime that characterize it are identified. The conclusion is that the Laboratory has the potential to assert itself as a key strategic asset, provided it overcomes internal challenges and strengthens coordination with critical stakeholders. This coordination should make it possible to mitigate external dependence on raw materials and overcome the constraints imposed by competition from the private pharmaceutical industry, taking advantage of funding opportunities and fostering synergistic relationships with similar organizations.
This study assesses the strategic contribution of the National Medicines Laboratory to strengthening national medicines production, with a view to reinforcing sovereignty and health and pharmaceutical safety in the national and European context. A qualitative methodology was adopted, based on a case study, which combines documentary analysis, semi-structured interviews and the application of a diagnostic matrix that brings together the internal and external evaluation of the Laboratory, complemented by a stakeholder analysis, allowing the selection of contributions to be promoted as strategic lines to be implemented. The main results show the Laboratory's capacity to produce strategic medicines, its emerging role in the constitution of the updated and formalized national strategic reserve of medicines and the need for inter-institutional coordination to make the outlined lines of action viable. Limitations related to the scale of production and the financial regime that characterize it are identified. The conclusion is that the Laboratory has the potential to assert itself as a key strategic asset, provided it overcomes internal challenges and strengthens coordination with critical stakeholders. This coordination should make it possible to mitigate external dependence on raw materials and overcome the constraints imposed by competition from the private pharmaceutical industry, taking advantage of funding opportunities and fostering synergistic relationships with similar organizations.