WEBVTT - Why a Vaccine Won't Create Instant Immunity

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<v Speaker 1>Welcome to Prognosis. I'm Laura Carlson. It's day one thirty

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<v Speaker 1>eight since coronavirus was declared a global pandemic. Today's main story.

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<v Speaker 1>While drugmaker's race to develop a safe and effective vaccine,

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<v Speaker 1>making one is just the first challenge. The global supply

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<v Speaker 1>chain is not ready for what it takes to distribute

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<v Speaker 1>an eventual vaccine to billions of people. But first, here's

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<v Speaker 1>what happened in virus news today. The virus has found

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<v Speaker 1>its way into a younger demographic around the world. Infections

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<v Speaker 1>among millennials and Generation Z are driving new waves of cases,

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<v Speaker 1>and even where restrictions have been reimposed, they are aren't

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<v Speaker 1>abating easily. A major challenge psychological fatigue with social distancing,

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<v Speaker 1>especially as the pandemic drags into its eighth month. Young

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<v Speaker 1>adults are both less fearful of the coronavirus and face

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<v Speaker 1>greater economic and social costs when they stay home. The

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<v Speaker 1>trend may be a sign that social distancing is untenable

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<v Speaker 1>over a long period, even though doing so flatten the

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<v Speaker 1>virus curve in many places. Earlier this year, Google will

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<v Speaker 1>keep its employees home until at least next July. According

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<v Speaker 1>to a report, by Dow Jones. That makes the tech

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<v Speaker 1>giant the first major US corporation to formalize such an

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<v Speaker 1>extended timetable in the face of the pandemic. Finally, some

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<v Speaker 1>insight into a potential vaccine. Once we've developed one, we

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<v Speaker 1>may need to get a shot every year, just like

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<v Speaker 1>the flu shot. Kate Bingham, head of the UK's COVID

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<v Speaker 1>Vaccine Task Force, told Bloomberg TV that an initial dose

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<v Speaker 1>will probably reduce the severity of symptoms and that continued

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<v Speaker 1>treatment will be needed to maintain immunity. Bingham said people

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<v Speaker 1>who have had COVID don't show long lasting immunity, and

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<v Speaker 1>her task force is seeing a decline in antibodies that

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<v Speaker 1>get generated after infection. A sterilizing vaccine that would prevent

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<v Speaker 1>infection completely is still being pursued. Bingham also said it's

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<v Speaker 1>unlikely any vaccine would be ready before the end of

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<v Speaker 1>this year. Vaccine challenges are also the subject of today's

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<v Speaker 1>main story. An effective vaccine is seen as the world's

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<v Speaker 1>greatest hope for achieving some kind of return to normal,

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<v Speaker 1>and the timeline for developing one has been sped up dramatically.

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<v Speaker 1>But as hard as it's going to be to make

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<v Speaker 1>a vaccine quickly. Once we do, we'll have a new

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<v Speaker 1>problem getting it to billions of people. The industries that

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<v Speaker 1>move goods around the world on ships, planes, and trucks

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<v Speaker 1>acknowledge they aren't ready to handle the epic challenges involved

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<v Speaker 1>in shipping an eventual vaccine to the world. I talked

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<v Speaker 1>to reporter Brendan Murray who explains how difficult it will

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<v Speaker 1>be for the global supply chain to distribute and administer

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<v Speaker 1>the drug. So what are some of the issues with

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<v Speaker 1>getting vaccines into the hands of billions of people? So

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<v Speaker 1>the pharmaceutical companies are are scaling up in a massive

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<v Speaker 1>way to try to deliver this UH and out to

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<v Speaker 1>the coronavirus to billions and billions of people potentially. At

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<v Speaker 1>the same time, the global economy is scaling down in

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<v Speaker 1>a big way. That means ocean shipping companies, air freight

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<v Speaker 1>companies are scaling back capacity to deal with the slower

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<v Speaker 1>demand that the global economy is throwing off. So you

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<v Speaker 1>have these conflicting forces creating a lot of challenges to

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<v Speaker 1>to deliver UH. You know what could be you know,

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<v Speaker 1>three or four or five billion vaccines to two people

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<v Speaker 1>around the world. Now you have you know, a couple

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<v Speaker 1>of other complications, one of the main ones being this

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<v Speaker 1>vaccine is likely going to need to be, if not frozen,

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<v Speaker 1>very close to freezing, and you maintained all throughout the

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<v Speaker 1>transportation process. So uh, you know, there's really are real

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<v Speaker 1>questions about whether there's capacity there to do that in

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<v Speaker 1>any massive way that's going to be required. Now, you know,

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<v Speaker 1>we've seen issues with supply chains before during this crisis.

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<v Speaker 1>Obviously earlier on and I mean even continuing to now,

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<v Speaker 1>there have been issues about getting um, personal protective equipment

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<v Speaker 1>or ppe to healthcare workers, to everyone around the world. Now,

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<v Speaker 1>why is the question of the vaccine and distribution a

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<v Speaker 1>little bit different from that issue that we saw earlier? Right?

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<v Speaker 1>I think most people would say, uh, if you're looking

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<v Speaker 1>at it objectively, that supply chains, you know, we're bent

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<v Speaker 1>and stretched, but they never really broke. Now. You you

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<v Speaker 1>did see shortages of things like toilet paper or even

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<v Speaker 1>you know, medical equipment, UM, but the systems that are

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<v Speaker 1>designed to deliver products, you know, international supply chains essentially

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<v Speaker 1>caught up pretty quickly and resolve that situation. With the vaccine,

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<v Speaker 1>you have, as I said, you know, billions of people.

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<v Speaker 1>They are going to need this, uh. And one of

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<v Speaker 1>the experts that I listened to last week said that,

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<v Speaker 1>you know, it takes one Boeing Triple seven to carry

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<v Speaker 1>a million doses, so a thousand triple sevens to carry

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<v Speaker 1>a billion. So if a billion people are going to

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<v Speaker 1>get two doses of this, that's two thousand triple seven

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<v Speaker 1>cargo planes full of them. And it's it's the vaccine

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<v Speaker 1>isn't going to come all at once. It's going to

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<v Speaker 1>come millions of doses at a time, and there's just

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<v Speaker 1>no telling when exactly that's going to happen. And that

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<v Speaker 1>creates problems for if you if you're a shipping company,

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<v Speaker 1>an ocean freighter company, or or an air cargo company,

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<v Speaker 1>you need to know, uh, you know when that's coming

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<v Speaker 1>to be able to gauge the uh, the the amount

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<v Speaker 1>of capacity you're going to devote to it to the

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<v Speaker 1>demand side. And again, you know that the world economy

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<v Speaker 1>is not going to stop and wait for vaccines to

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<v Speaker 1>be delivered. You know they're going to have to do

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<v Speaker 1>this on top of all the other pushing and pulling

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<v Speaker 1>that you know, supply and demand are doing at the

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<v Speaker 1>same time. And I was wondering if You might dig

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<v Speaker 1>into that a little bit more. As you mentioned this,

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<v Speaker 1>this demand for international resources supplies. Obviously, if and when

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<v Speaker 1>there's a vaccine, that means that there will be distribution

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<v Speaker 1>and demand needed globally. But we're also seeing this simultaneously

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<v Speaker 1>at a point where a lot of world economies are

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<v Speaker 1>contracting or even kind of slowing down their supply chains.

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<v Speaker 1>I mean, what is the push pull there of how

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<v Speaker 1>do we distribute something globally when the global supply chains

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<v Speaker 1>are no longer as strong as they were even say

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<v Speaker 1>a year ago. Yeah, exactly. It's a good point, and

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<v Speaker 1>particularly at a time when you know this is going

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<v Speaker 1>to take global coordination. The the issue that that I've

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<v Speaker 1>heard in the past week or so from the experts

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<v Speaker 1>is that there is no coordinated strategy right now. You

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<v Speaker 1>have to start thinking about this stuff now. If it's

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<v Speaker 1>going to happen in six months. You can't just sort

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<v Speaker 1>of fire up a bunch of cargo planes and and

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<v Speaker 1>and make this happen. So it's a difficult time to

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<v Speaker 1>do so. Supply chains are stretched, countries are are saying

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<v Speaker 1>or we don't want production coming from overseas anymore. They're

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<v Speaker 1>getting very protectionists with the production of particularly drugs and

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<v Speaker 1>medical gear. You know, in an environment where uh, you know,

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<v Speaker 1>countries are already a skeptical of working with others uh

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<v Speaker 1>and dealing dealing with you know, cross border movement of

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<v Speaker 1>of things, particularly as as as vital as as a vaccine.

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<v Speaker 1>You know, you could see all sorts of protectionism breakout

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<v Speaker 1>and kind of the you know, the strong survive or

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<v Speaker 1>the the wealthier country survive at the at the expense

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<v Speaker 1>of of of other countries. There was an expert I

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<v Speaker 1>heard this week who said, how are these vaccines going

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<v Speaker 1>to get to you know, a rural area in Mozambique

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<v Speaker 1>or upen into mountains in Peru if it needs to

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<v Speaker 1>be refrigerated. I mean, the short answer is it's going

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<v Speaker 1>to take a long time if it ever gets to

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<v Speaker 1>places like that. On top of the issue of global economies,

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<v Speaker 1>I mean, we're also looking at a crisis point in

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<v Speaker 1>the airline industry itself, obviously in the wake of the

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<v Speaker 1>pandemic um What are some of the unique challenges that

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<v Speaker 1>the airline industry in particular is facing in terms of

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<v Speaker 1>logistics distributing this vaccine. So the airline industry has both

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<v Speaker 1>curtailed the supply of the capacity of of air cargo,

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<v Speaker 1>because when passengers aren't flying, the bottom half of that

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<v Speaker 1>plane is not filled with cargo. So they have both

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<v Speaker 1>you know, when they grounded planes that left, uh that

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<v Speaker 1>the air air cargo capacity and a real in a

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<v Speaker 1>real crunch. Now, the flip side of that is you

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<v Speaker 1>can turn a passenger plane into into one that haul's cargo.

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<v Speaker 1>It it takes time and money, but they but they,

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<v Speaker 1>but they've been able to do that. Emirates I believe

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<v Speaker 1>has seventy Triple seven's former passenger planes that are now

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<v Speaker 1>running cargo around the world. So that's that's the other

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<v Speaker 1>reason why you need to plan ahead because the airline

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<v Speaker 1>industry is not expecting this downturn to be you know,

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<v Speaker 1>to last for you know, a couple or several more months.

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<v Speaker 1>They're looking at this over the next two to three

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<v Speaker 1>years and try and gauge how much air carbo capacity

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<v Speaker 1>there is is just basically impossible right now. And let's

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<v Speaker 1>finally talk timelines. There are several candidates right now in

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<v Speaker 1>trials um there are numerous attempts to make a successful

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<v Speaker 1>vaccine all over the world, and a lot of people

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<v Speaker 1>are saying that we actually have quite a bit of

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<v Speaker 1>time before we can really expect to see a successful vaccine.

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<v Speaker 1>Will this amount of time in some way do you

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<v Speaker 1>think give us the time we need to prepare for

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<v Speaker 1>this distribution on a global scale. Well, that's one of

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<v Speaker 1>the reasons why I think people in the in the

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<v Speaker 1>transportation shipping logistics industry are kind of raising the alarm

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<v Speaker 1>right now because the most optimistic scenario is the first

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<v Speaker 1>doses are available by the end of the year. Most

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<v Speaker 1>realists would say it's probably more like, you know, the

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<v Speaker 1>first quarter or middle of next year before are tens

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<v Speaker 1>of millions of these are going to be available. So

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<v Speaker 1>that's that's a wide uh, you know, timetable to to

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<v Speaker 1>plan how much how much airlift capacity you're gonna need. So, yeah,

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<v Speaker 1>I think it's going to be a real there's a

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<v Speaker 1>real question mark. Um. And as soon as that timetable

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<v Speaker 1>is clearer than than the transportation folks can, can you

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<v Speaker 1>get a plan together to do it? You know that

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<v Speaker 1>the fallback is if the private industry can't do this,

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<v Speaker 1>you know, then you you could conceivably see the governments

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<v Speaker 1>in various countries, maybe even the military takeover that that role.

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<v Speaker 1>That was Brendan Murray in London, and that's it for

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<v Speaker 1>our show today. For coverage of the outbreak from one

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<v Speaker 1>bureaus around the world, visit Bloomberg dot com slash Coronavirus

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<v Speaker 1>and if you like the show, please leave us a

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<v Speaker 1>review and a rating on Apple Podcasts or Spotify. It's

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<v Speaker 1>the best way to help more steners find our global reporting.

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<v Speaker 1>The Prognosis Daily edition is produced by Tophor foreheads Jordan Gaspore,

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<v Speaker 1>Magnus Hendrickson and me Laura Carlson. Today's main story was

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<v Speaker 1>reported by Brendan Murray. Original music by Leo Sidrin. Our

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<v Speaker 1>editors are Rick Shine and Francesca Levi. Francesco Levi is

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<v Speaker 1>Bloomberg's head of podcasts. Thanks for listening.