Why we Exist
Early-stage life science companies are exceptionally good at science. Many are also highly effective at raising capital.
But most are not yet equipped to deploy that capital effectively.
Why We Exist
Development
The development of new therapies depends heavily on external suppliers: CROs, CDMOs, specialist laboratories, regulatory advisers, technology providers and highly specialised scientific partners. Managing these relationships requires structured procurement and supply chain capability from an early stage.
In practice, this capability is often underdeveloped.
Our research
Our research among Pre-Seed and Seed stage life science firms has identified a consistent pattern. The companies analysed have already raised an average of £2.4 million from investors, plan to raise a further £3.4 million in the following 12 months, and expecteto spend approximately £1.1 million with third-party suppliers over the same period. Yet when assessed across core indicators of procurement maturity – including governance, supplier selection, systems and supplier management – average maturity levels are low and inconsistent.
The implication
The implication
The implication is straightforward: significant amounts of investor capital are being deployed without the operational frameworks required to manage spending, suppliers and risk effectively.
This matters because procurement in life sciences is not simply an administrative purchasing function. It directly influences capital efficiency, programme timelines and supplier performance; and those in turn influence regulatory readiness, data integrity, supply chain resilience – and investor confidence.
The development of new therapies depends heavily on external suppliers: CROs, CDMOs, specialist laboratories, regulatory advisers, technology providers and highly specialised scientific partners. Managing these relationships requires structured procurement and supply chain capability from an early stage.
In practice, this capability is often underdeveloped.
Our research among Pre-Seed and Seed stage life science firms has identified a consistent pattern. The companies analysed have already raised an average of £2.4 million from investors, plan to raise a further £3.4 million in the following 12 months, and expecteto spend approximately £1.1 million with third-party suppliers over the same period. Yet when assessed across core indicators of procurement maturity – including governance, supplier selection, systems and supplier management – average maturity levels are low and inconsistent.
The implication is straightforward: significant amounts of investor capital are being deployed without the operational frameworks required to manage spending, suppliers and risk effectively.
This matters because procurement in life sciences is not simply an administrative purchasing function. It directly influences capital efficiency, programme timelines and supplier performance; and those in turn influence regulatory readiness, data integrity, supply chain resilience – and investor confidence.
Weak procurement capability can lead to avoidable delays, poorly structured supplier relationships, inadequate contractual protection, unnecessary cost escalation and increased operational risk. Early decisions around suppliers, manufacturing routes and outsourcing models can also become difficult and expensive to reverse later.
Strong procurement capability creates the opposite effect. It improves governance, extends financial runway, strengthens operational control and helps businesses scale more effectively.
Ultimately, better procurement – in its widest sense – helps life science companies do what matters most: build stronger businesses, accelerate development and bring new therapies to patients more efficiently.
That is why Agar Advisory exists.