Our focus is on meeting international standards.

How did Farmalog get started?

The company began operations in 2010 with the goal of providing high standards of quality and service in the pharmaceutical logistics sector. Building on this foundation, we expanded our presence in the Uruguayan market by partnering with leading companies. We are suppliers to Roche, Bayer, Sanofi, Scienza (Novartis, Nutricia, among others), Alcon, Rinque, Medtronic, Sophia, and others. This growth took ten years. We went from being a company with eight employees and 600 square meters of warehouse space to having 80 employees and more than 6,000 square meters of facilities within the national pharmaceutical logistics market. Additionally, as an independent division, we operate a quality control laboratory for pharmaceutical products on behalf of importers that do not have their own laboratories.

When did you realize it was time to expand?

In 2020, we realized that the conditions were right to regionalize the service. That was when the idea of a free trade zone emerged as a business model in general, and Zonamerica as a specific option. We conducted the necessary analysis of the various free trade zone options available in Uruguay and decided on Zonamerica.

Currently, our park is home to Sanofi’s regional operations and Cold Chain Technologies—a U.S.-based pharmaceutical packaging materials company—and Farmamondo, a major multinational pharmaceutical company, is set to begin operations here soon, among others. We are committed to demonstrating to our local clients both the benefits of the Free Trade Zone Law and what sets Zonamerica apart, so that they choose to operate in the park.

Why do laboratories choose them?

We have certain qualities that set us apart. When Farmalog was founded, we recognized that the market lacked a supplier focused on international standards. Until then, the only players in the market were local operators that met the Ministry of Public Health’s licensing requirements. We went further. I worked at Roche for several years, and the idea was to leverage that experience and apply it to a venture whose goal was to exceed local requirements and meet the highest global standards.

In fact, we have managed to maintain a high standard in all the requirements set by these types of global companies. We view each audit conducted by these companies as a learning opportunity, incorporating that knowledge into our own system. We take the best from each one and strengthen our processes in every aspect: safety, the environment, service, and quality. This is, without a doubt, one of our key differentiators.

“Farmalog was founded with the goal of meeting the highest international standards.”

 

Do you work exclusively with pharmaceutical and related products?

Yes. That’s another major advantage, as it allows us to focus and train our entire staff in a very specific field, with a clear focus and specialization. Furthermore, in terms of compensation, our salaries are in line with those in the pharmaceutical market, which is approximately 30% higher than the average in the logistics sector. Human resources are, without a doubt, one of Farmalog’s cornerstones.

Along with our human resources, pharmaceutical expertise, and the service we provide, our fourth pillar is reducing our carbon footprint, with the goal of bringing it close to zero. To this end, we invested several years ago in installing solar panels. Between 50% and 75% of our energy consumption is generated by our own solar panels. We are also working to reduce waste by using reusable cold-chain transport systems and have already added two electric vehicles to our fleet. The goal is to achieve 100% electric mobility by 2025. We are firmly convinced that this is the right path and that it is possible to run a profitable and environmentally responsible operation.

What other environmental initiatives do you carry out?

Farmalog promotes the reduction, reuse, and recycling of waste through the use of various environmental systems. Our major initiative for 2023 is to maximize the use of these reusable systems in the transport of cold-chain medications, as mentioned above. Service, quality, training, the development of human resources, and the reduction of environmental impact are highly valued by the global pharmaceutical industry.

What challenges does operating a specialized warehouse in the pharmaceutical industry entail?

The pharmaceutical industry and the regulations governing warehouses entail specific storage conditions, such as temperature controls, cleaning, operating procedures, and precautions tailored to the type of product we handle.

We have warehouses with temperatures controlled between 2 and 8 °C or between 15 and 25 °C, depending on the product. To ensure these conditions, the first step is to map and qualify the warehouse. Using sensors, we must demonstrate that at no time of the year, regardless of the outside temperature, are there any deviations from the established internal temperature. In addition, we have pest control measures, cleaning records, and operating procedures in place. The challenge, therefore, is to transform a standard warehouse into a pharmaceutical warehouse. We continuously invest to provide modern, up-to-date facilities, ensuring our customers receive the same storage standards.

In recent years, Uruguay has established itself as a major logistics hub, particularly in the pharmaceutical sector. What accounts for this trend?

We have observed that, due to congestion at Brazilian ports and airports, as well as delays in the release of goods, many companies have begun to see an advantage in arranging transportation from Uruguay to key destinations such as São Paulo. Likewise, Argentina’s economic situation has encouraged companies to move their inventory to Uruguay, which offers the advantage of being just 24 hours from Buenos Aires, thereby avoiding Argentina’s exchange rate and economic uncertainty.

Despite these advantages, we have noticed that many companies are still not fully aware of the opportunities Uruguay offers, particularly those provided by the Free Trade Zone Act. This lack of awareness poses a challenge and shows that there is still much work to be done in terms of international promotion and communication.