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Europe's oncology industrial complex: size, components, and implications for value
Javier-David Benitez-Fuentes1, Dario Trapani2, Rodrigo Lastra Del Prado3
1Department of Medical Oncology, Hospital General Universitario de Elche, Alicante, Spain; RIO Working Group, Zaragoza, Spain.
Europe's oncology industrial complex faces challenges where increased spending doesn't guarantee patient benefit. Stewardship is needed to align cancer care funding with actual service capacity for better outcomes.
Area of Science:
- Health economics
- Oncology
- Health services research
Background:
- Europe's oncology industrial complex (OIC) integrates research, regulation, economic evaluation, and service delivery in public health systems.
- Cancer diagnosis and mortality remain high in the EU, with significant financial investment in oncology.
- Oncology medicine spending has surged, but growth doesn't automatically ensure patient benefit due to implementation constraints.
Purpose of the Study:
- To analyze the challenges within Europe's oncology industrial complex.
- To propose strategies for aligning healthcare expenditure with deliverable cancer care pathways.
- To advocate for improved patient outcomes through better stewardship of public investment.
Main Methods:
- Analysis of cancer costs and oncology medicine spending across European Union member states.
- Examination of real-world capacity constraints in cancer care implementation.
- Argument for policy interventions to enhance stewardship and outcome evaluation.
Main Results:
- Total cancer costs in Europe were €199 billion in 2018, with oncology medicine spending rising from €24.9 billion (2014) to €64.3 billion (2023).
- Spending increases are not directly correlated with patient benefit due to limitations in diagnostic and service capacity.
- Current spending growth does not automatically translate into improved patient survival or quality of life.
Conclusions:
- Effective stewardship is crucial to ensure public investment in cancer care yields measurable patient outcomes.
- Aligning reimbursement with diagnostic and service capacity is essential for implementation.
- Institutionalizing post-marketing evaluation and withdrawing low-value practices can optimize cancer care delivery.
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