Thanks for following up on that.    Also, check out this article (from 2007):  http://www.in-pharmatechnologist.com/Industry-Drivers/Inyx-drama-highlights-crucial-need-for-due-diligence-on-contractors   and these excerpts: There are lessons to be learned about the importance of rigorous due diligence of pharma contractors, now that Inyx' customers are facing possible supply issues and a scramble to find alternative manufacturers after the firm's collapse. Inyx Inc. was a public company, with its financial records available for all to see. Despite predicting it would achieve profitability by the end of 2004, it continued to experience substantial recurring operating losses while, still borrowing heavily and accumulating a huge amount of debt.       With its knife-edge financial history, and the association of some of its management with past failed manufacturing ventures, Inyx' recent bankruptcy problems are hardly surprising. Adequate due diligence by the pharma companies who got involved with the firm could have avoided a lot of pain and exposure to vulnerability.       When Inyx Inc. bought Aventis' manufacturing facility in Manati, Puerto Rico in 2005, which was subsequently named Inyx USA, it also took over some of Aventis' manufacturing contracts at the site, along with those of two of its existing customers, King Pharmaceuticals and Kos Pharmaceuticals (now owned by Abbott).       Fast forward two years and the site is in a state of disarray, having been put into Chapter 11 bankruptcy protection, and its fate now hangs in the balance. It is the centre of a fierce ongoing court battle over its future, and there is much speculation over whether the business will be sold to a third party intact or placed under Chapter 7 and subsequently liquidated.       As reported in Outsourcing-Pharma.com yesterday, Aventis has had to take Inyx USA to court after it failed to deliver on a contract manufacturing and supply agreement, a situation that Aventis feared could "seriously harm its interests".   Placing all your inhalers in one basket...   Meanwhile, around the same time Inyx also signed several 10 year development, manufacturing and supply contracts with King Pharmaceuticals for two of its respiratory drugs, Intal (cromolyn sodium) and Tilade (nedocromil sodium). [my emphasis)       Again, the contracts were for the continued production of the CFC version of its products, along with the development of new formulations to enable the transference over to HFA, and their subsequent manufacturing once they reached commercialisation.       "Inyx will have many of the manufacturing responsibilities related to the production of our Intal and Tilade product lines. We believe that Inyx' manufacturing capabilities should provide a high quality continuous supply of these products," said King's president and CEO Brian Markison at the time.       This deal also went beyond a simple contract arrangement and extended into a strategic partnership - a first for both firms. King and Inyx agreed to co-market Intal and Tilade and each have a share in net revenues. Inyx was also to be responsible for the distribution of Intal HFA in Canada. Inyx' marketing of the drugs was being conducted by its newly established subsidiary, Exaeris, which is also now in Chapter 11.       In August King announced its decision to scrap the HFA versions of the drugs - it is unclear as to whether the Inyx disappointment was a factor in this decision.       The exclusive nature of the deals that Kos and King established with Inyx was a mistake in hindsight, as now, only two years into the contracts, Inyx is teetering on bankruptcy, and it looks as though the two firms may be left facing potential supply issues.       It is unclear what backup plans they may have had in place, nor the extent to which they have been affected, or whether they have been able to make alternate manufacturing arrangements.   (Sorry I haven't be able to condense this a little more (spacewise).)