A three-month trial extension covered at every hospital before any ran short
Participants in a trial need three more months of treatment. Velocity checks every hospital's stock against expiry dates, commitments and the next delivery, and costs the ways to close each gap for approval.
Same day
from revised schedule to a costed plan for 38 hospitals
3 of 38
hospitals found that would run short before their next delivery
1,120 kits
left out of cover because they expire before participants finish
Up to 80%
less time from protocol change to an approved supply plan
The problem
When a trial's requirements change, someone has to answer: is there enough medicine to cover it, and what has to change in production, packaging and delivery?
The answer is scattered. The revised schedule is in clinical documents, stock and expiry in inventory records, production and packaging plans in other systems, and delivery commitments in email. There can be enough stock overall while some of it expires before participants finish, one hospital runs short while a depot holds usable kits, and the next batch is packed too late to cover the gap. No single document shows that.
What it costs today
- Trial protocols with a substantial amendment
- Nearly 60%
- Median direct cost of one Phase III amendment
- $535K
- From amendment to last ethics approval
- 260 days on average
Protocol amendment benchmarks from the Tufts Center for the Study of Drug Development.
The solution: a team of specialist agents
Protocol
Reads the revised clinical documents and pulls out what changes for supply.
Stock
Checks each hospital and depot, leaving out kits that expire before use or are committed elsewhere.
Options
Compares permitted transfers and earlier packaging runs, with quantities, costs and latest dates.
Coordination
Asks teams for what is missing, then raises the approved transfers and schedule changes.
How it works
One case, step by step, in the systems the team already uses. An illustrative case: names, times and figures are representative.
09:00
Clinical supply lead
“Participants in CT-2047 continue treatment for three more months. Will each hospital's stock cover it?”
09:12
Velocity · Clinical documents · IRT · Inventory
38 hospitals, 4 depots. Enough stock overall, but 1,120 kits expire before participants finish and 600 are committed to another study. Three hospitals run short before their next delivery.
09:20
Velocity · Email
Asked the depot team to confirm transfer lead times, and packaging whether the next run can move earlier.
14:10
Packaging planner
“The run can move from week 6 to week 3 if labels are approved by Friday.”
14:25
Velocity · Supply plan
Two hospitals covered by a permitted transfer from the regional depot: $4K, arriving in 5 days. The third needs the earlier packaging run: $18K, labels approved by Friday.
15:00
Clinical supply lead
“Approve both.”
15:12
Velocity · Inventory · Packaging schedule · Email
Transfer raised, packaging run moved to week 3, label approval requested for Friday. Each hospital told its new delivery date. Logged to you.
Before, and with Velocity
| Step | Before | With Velocity |
|---|---|---|
| Requirements | Read from the protocol by hand | Supply changes pulled out on arrival |
| Stock | Totals checked across the trial | Checked hospital by hospital, net of expiry and commitments |
| Shortfalls | Found when a hospital calls | Flagged before the next delivery is due |
| Options | Worked out over calls and email | Transfers and earlier runs costed side by side |
| Follow-up | Chased team by team | Raised and tracked once approved |
What stays with your people
Clinical-supply experts decide how to respond: which transfers run, whether a packaging run moves and what each hospital receives. Nothing moves without an authorised approval, and every change is logged against the person who approved it.
Works inside
Clinical document management · IRT · Inventory & ERP · Packaging schedule · Depots & distribution · Email
How a pilot runs
Four weeks on one live trial: a recent amendment replayed against what your team found by hand, then the next one run live.
Questions
What does Velocity do for clinical supply?
Participants in a trial need three more months of treatment. Velocity checks every hospital's stock against expiry dates, commitments and the next delivery, and costs the ways to close each gap for approval. The work is split between specialist agents: Protocol — Reads the revised clinical documents and pulls out what changes for supply; Stock — Checks each hospital and depot, leaving out kits that expire before use or are committed elsewhere; Options — Compares permitted transfers and earlier packaging runs, with quantities, costs and latest dates; Coordination — Asks teams for what is missing, then raises the approved transfers and schedule changes.
What results does it deliver?
Same day from revised schedule to a costed plan for 38 hospitals; 3 of 38 hospitals found that would run short before their next delivery; 1,120 kits left out of cover because they expire before participants finish; Up to 80% less time from protocol change to an approved supply plan.
Which systems does it work in?
Clinical document management, IRT, Inventory & ERP, Packaging schedule, Depots & distribution, Email. Velocity logs in with its own account and the permissions your IT team grants; there is no data migration or integration project.
What stays with your people?
Clinical-supply experts decide how to respond: which transfers run, whether a packaging run moves and what each hospital receives. Nothing moves without an authorised approval, and every change is logged against the person who approved it.
How does a pilot run?
Four weeks on one live trial: a recent amendment replayed against what your team found by hand, then the next one run live.
More of the work
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A safety label change traced to every affected pack in a day, before the old text printed
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from approved change to every team's action list, across 46 packs in 14 markets
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