一 | 见习记者 边义婷8月18日，一辆悬挂“冀G”蓝色车牌的哈弗SUV，行驶在加拿大通往美国阿拉斯加州的公路上。车主大远（网名），今年37岁，是张家口人，从事法律工作，副业是一名自驾游领队。 Global consulting giant McKinsey & Company advised several painkillers producers for 15 years on how to "turbocharge" prescription drug sales largely to blame for starting the opioid epidemic in the US, The New York Times has revealed citing over 100,000 documents.,The docs emerged as a part of a settlement deal that McKinsey signed with several state attorneys that sued the company.,Apart from working with Endo, Purdue, and Mallinckrodt, the company also provided "in-depth experience in narcotics" for Johnson & Johnson subsidiaries producing controlled substances. Meanwhile, hundreds of thousands of US citizens died from overdose, often linked to these very drugs.,How It All Started,According to the disclosed documents, McKinsey helped both Endo and Purdue, the creators of two of the most widespread opioid-based drugs for severe chronic pain, to launch their products Opana and OxyContin in 2006-2008. The firm even advised one of the companies on how to overcome a Food and Drug Administration (FDA) block which it had encountered in 2008.,The FDA blocked Purdue's attempt to release an upgraded version of its OxyContin, which was more difficult to snort or dilute and inject in bloodstream – two methods of the prescription drug's abuse that already had been devised by some of its recipients. In order to help Purdue get the license, McKinsey interviewed an ex-drug dealer on the medication's abuse, prepared docs and even coached the drug firm's officials for meetings with the FDA as the pharmaceutical company knew its drug had been widely abused, the docs suggest.,Crack Pipes: Biden Administration's Handling of US Opioid Crisis Raising Questions, Journo Says15 February, 13:00 GMT,Purdue's main competitor, Endo, also released a new version of its painkiller and tried to get it marked as resistant to crushing (for snorting) and diluting (for injections), but the FDA did not allow the latter citing lack of such properties. Nonetheless, the drug's release was a success and coincided with a drop in abuse-resistant OxyContin's sales.,This came, however, at a cost of local epidemics of previously unseen blood disorders in several US states in 2012 – patients were found to be anemic and suffered from kidney failure. Many of them admitted to abusing updated Opana – the new formulae indeed discouraged from snorting it, but still allowed injection abuse. However, the same component that prevented crushing took a great toll on those who tried to inject the drug to get a better high, leading to red blood cells' destruction and organ damage.,Going on the 'Offensive',The consulting company's involvement in the opioid crisis did not stop at helping the companies to launch their products – it also helped them to boost the sales.,While the pills like the ones produced by Endo, Purdue and Mallinckrodt were originally advertised as not causing additions, US doctors were not always prone to prescribing them, especially when a patient's pain was neither severe nor chronic. According to the revealed documents, McKinsey's consultants helped Purdue, and several other companies, including two J&J subsidiaries, to overcome this "problem".,Starting in 2009, McKinsey developed a "segmentation" strategy for Purdue: its analysts divided the company's customers into groups based on their potential thoughts of the product and then formed distinct messages for each group. The customers in this case were doctors prescribing painkillers and the product was opioid drugs. The strategy targeted even doctors who resorted to opioids only in most extreme cases, ensuring them of OxyContin's safety and trying to convince them that there was no point in making their patients suffer.,The consulting company proposed to achieve this by "[raising] physician comfort levels through appropriate education and support". Purdue tried to convince these doctors that their colleagues had no issues prescribing OxyContin.,By 2014, the US government started to realize a nascent opioid drug problem was underway and introduced new labeling requirements for such drugs as well as instructions to use them only in cases of severe of chronic pain. Around the same time, OxyContin sales started to decline, prompting Purdue to ask for McKinsey's help once again – this time to overcome the government's policy and precautions.,The consultants identified the problem as the company promoting its drug as a less potent opioid amid rampant drug abuse and advised to shift to the "offense" instead, the documents show. They namely advised focusing the salesmen efforts on doctors, who were likely to prescribe OxyContin to a new client not previously taking opioid drugs.,"Physicians with higher OxyContin NBRx to Rx ratio may be more likely to initiate a patient on OxyContin", an extract from a McKinsey presentation for Purdue from January 2014 said.,Around the same time and amid the 2015 HIV concentrated outbreaks in several states linked to the opioid drugs abuse via injections, McKinsey consulted Endo on promoting its Opana. The company was not concerned about what the CDC named "explosive transmission" of HIV and the Opana's role in it, according to the documents. On the contrary, in summer 2015, it helped Endo rededicate most of its salesmen from other products into a "Sales Force Blitz" – the company almost solely dedicated to selling Opana to around 3,000 physicians in the US.,One of McKinsey's consultants was excited over the creation of the "Force", claiming in correspondence with the head of Endo’s painkiller unit that the "fun [begins] on Monday!" with the latter responding "agreed, the fun is just beginning".,Playing Both Sides,One of the strangest revelations in the documents uncovered by the New York Times is that McKinsey managed to play both sides of the opioid crisis tragedy – helping pharmaceutical companies sell more of "not-so-addiction-resistant" drugs, while also assisting the FDA, other government agencies and state governments, in the fight against the epidemic.,In 2017, the FDA finally decided to pull one of the drugs, the more potent Opana, from the market, but not until it made $844 million in revenue with help from McKinsey and played a role in the deaths of thousands of Americans, considered to be the victims of the opioid epidemic. Paradoxically, the same year, McKinsey Senior Partner Tom Latkovic lamented about doctors prescribing opioid painkillers left and right at a health care conference.,"Why do we continue to prescribe, dispense, pay for opioid prescriptions to people that we know, or at least we could know, have an incredibly high propensity to abuse them?" Latkovic wondered.,The bizarre divergence between what McKinsey was advising to the pharmaceutical companies and Latkovic's rhetoric is explained by the fact that he was not a member of the consulting company's pharmaceutical practice, which worked with pharma.,Instead, he and his team worked with state governments and health systems to pin down the ways of tackling the opioid crisis, The New York Times said citing two local officials, who used to work on the issue. Their work, however, was partly complicated by McKinsey's pharmaceutical wing, which wanted to greenlight their draft publications in case they could damage their clients.,North Carolina Rep. Claims Opioid Crisis 'Affects Every Community' in US Amid Drug Trafficking Surge19 December 2021, 01:36 GMT,Eventually in 2019, McKinsey finally stopped advising its top client, Perdue, but not until their ties became public during one of the litigations related to the opioid epidemic and initiated by US authorities. One such litigation eventually had McKinsey pay $600 million in settlement without admitting guilt, as well as release the documents related to its work with the pharmaceutical companies.。他这次旅程的目标，是开着这辆中国制造、挂着车牌的汽车，从北极圈附近的阿拉斯加出发，沿世界最长的公路——泛美公路一路向南，穿越整个美洲，到达南美洲阿根廷乌斯怀亚，再穿过德雷克海峡，乘坐轮渡抵达南极洲，全程自驾约5万公里，预计耗时7个月。大远告诉纵览新闻，这并非他第一次跨国自驾。在此之前，他已开着挂辽宁车牌的汽车从中国自驾中东，开着挂天津车牌的汽车穿越欧亚大陆。而这一次，他选择了家乡的车牌“冀G”。大远开着“冀G”车牌国产车穿越美洲。受访者供图一颗“看世界”的种子大远的环球自驾梦开始于2013年，那年他24岁，在非洲一家工厂从事市场开发工作。他开车从尼日利亚到达贝宁，完成了人生第一次跨国自驾旅行，并在心中种下了一颗“看世界”的种子。“当时我就想，我还要自驾去更远的地方。”大远说。此后10年，这颗种子一直被大远埋在心里。他在非洲生活了近3年后回国，自驾旅行的念头从未消失。2024年，大远终于迈出了关键一步。2024年2月28日，他开着一辆辽宁牌照的国产车从国内出发，穿越欧亚大陆，途经俄罗斯、哈萨克斯坦，抵达中东的伊拉克、叙利亚、黎巴嫩、伊朗等国，旅程往返2万多公里，历时半年。自驾穿越中东的旅程中，大远感受到了来自沿途国家人民的友善。经过俄罗斯时正是冬季，雪很厚，他的车轮深陷雪中出不来，是当地的一家三口拼尽全力帮他推车、挖雪。“他们的手都冻僵了，我也不会俄语，但就是这种无言的帮助，让我很感动。
二 | ”大远告诉纵览新闻，他在哈萨克斯坦时也有过一次同样的经历。大远开国产车经过黎巴嫩。
三 | 受访者供图大远抵达中东后，叙利亚和伊拉克当地的媒体还报道了他从中国自驾中东的故事。“因为战乱的影响，当地没什么游客，许多人没有来过中国，甚至不知道距离中国到底有多远，但他们对我很热情，说中国人很善良。”大远说。
四 | 在大远离开巴格达前往约旦口岸的路上，他被多辆伊拉克军车接力护送了200公里，还被邀请在军营吃饭。
五 | 大远在2024年5月2日发布的一条视频记录了这段旅程，视频中穿着军装护送他的军人用不太熟练的英文对大远说：“China，Iraq，friend。”这趟中东之旅，让大远体会到了开着中国车出国的意义。“开中国车自驾，辨识度很高，海外华人看到车牌上的汉字很亲切，让我体会到了深深的民族自豪感。”大远说。因为这次自驾经验，大远开始了开着国产车自驾出国的旅程，环游了50多个国家，还成为欧亚大陆自驾领队、中东自驾领队。
六 | 一张行走的“中国名片”2026年，大远决定挑战泛美公路。这条纵贯美洲大陆的公路，北起阿拉斯加北极圈附近，南至阿根廷火地岛，全长约48000公里，跨越17个国家。“这次走得比较远，路途也比较艰难。”大远说，为了这趟旅程，他特意买了一辆国产哈弗SUV，挂上了家乡张家口的“冀G”车牌。“辽宁是我爱人的家乡，天津是我上学的城市，张家口是我最挂念的家乡。
七 | ”他解释道。签证申请成功后，大远又办理了一系列车辆相关的手续和文件。车辆从浙江宁波起运，抵达美国旧金山后，他和一位负责摄影的朋友一起开车，正式开启这次旅程。
八 | 他们经过洛杉矶、拉斯维加斯、西雅图，再进入加拿大温哥华，前往泛美公路的起点，位于北极圈内的阿拉斯加。大远告诉纵览新闻，由于挂着中国车牌，刚上路第一天，就被美国警察拦停了。
九 | “说实话当时挺忐忑的，不知道他找我干什么。”大远说。让他没想到的是，当地警察核对完文件后，还跟他聊起了天，讲述他在互联网上关注的汽车博主测评中国制造的车辆，警察说中国车的车轮会自己转向、会自动泊车，太不可思议了。得知大远这次的旅程后，拦下他的警察投来敬佩的目光，还把自己的警徽和一枚臂章送给大远当礼物，并把自己的邮箱告诉大远。“他说欢迎我来美国，在路上从来没见过中国牌照的汽车，希望我完成旅程到达阿根廷后，可以给他发照片。
十 | ”大远说。
十一 | 大远开着“冀G”车牌国产车穿越美洲。受访者供图大远感叹：“自驾以来，我收到了很多善意。”在意大利威尼斯，有华人开车追了他200多公里，只为和中国车牌合影；在土耳其、法国、德国，当地人看到中国车牌都会围过来询问。最让大远感动的是，今年8月14日他在温哥华的一次偶遇。当时，他的车辆行驶了将近6000公里，需要进行保养，由于当地没有品牌4S店，他在网上搜到一家华人开的修理厂，打算去询问一下。老板来自新疆，出国20多年了，本来修理厂是不做保养的，但是看到中国车牌，便决定帮忙，还对国产汽车赞不绝口。老板帮他换了机油、洗了车，还喷上香水，却坚决不收钱。在大远发布的视频中，这位老板有些激动地说：“我在加拿大20多年了，从来没在加拿大的路上见过国产车，这个车代表的是中国，代表了中国制造，我们在海外的华侨看到你们开这个车，非常自豪，非常开心。”最后，大远还是坚持给老板付了一部分费用。
十二 | “作为中国人很自豪！”大远告诉记者，是海外华人的善意和无私的帮助给了他自驾全世界的勇气。“有梦想一定要尽早实现它”这样的一趟自驾旅行，需要一笔不小的费用。
十三 | 大远坦言，仅车辆海运就花了5万余元，旅行中平均一个月的花销也在3-5万元。但他自己在心里算了一笔账，相比于其他物质需求，他更想用这笔钱实现自己的梦想。在大远看来，“看完世界，才能有世界观。
十四 | 自由地做自己想做的事，生命才更有意义。”为了这趟旅程，大远还提前在墨西哥和危地马拉学习了两个月西班牙语。目前，他唯一的担心是途经洪都拉斯等国家可能遇到入境困难，以及部分地区可能会有安全问题。他说：“我们只是这个世界的记录者和观察者，善良的人总会遇到善意。”大远开国产车穿越中东。受访者供图在大远这几次旅程中，并不是总充满温情，也有未知与惊险。2024年从中东返回中国时，大远要从阿富汗经帕米尔高原入境新疆，为了尽快回国，他一直在赶路，在海拔4000到5000米的高原上出现了严重的高反，他硬着头皮开了整晚，还在车里睡了两夜。“头特别疼，但我不知道是高原反应。”大远回忆，“后来回到家，疼得满地打滚，去医院也没检查出问题，后来才知道是高反了，当时周围全是山，除了土拨鼠什么都没有。再多睡一夜，可能命就没了。”即便如此，大远依然选择继续走下去。目前，大远和同伴正驾车驶向阿拉斯加，预计10天后抵达泛美公路的起点。如果一切顺利，他们将在2027年春节前后完成这趟从北极到南极的穿越。然而，大远的环球梦想并未止步，“完成这趟之后，我想把车运到非洲，从南非再开回挪威，从北极到南极，再回到北极。”大远将旅程经历记录下来。网页截图大远在旅途中经历了很多，他将自己的经历记录下来，发布到社交平台，收获了8.1万粉丝。从2013年尼日利亚到贝宁的第一次跨国自驾，到2024年的欧亚中东之旅，再到2026年的泛美公路穿越，大远的车轮越跑越远，地图上的行车轨迹越来越长。“有梦想一定要尽早实现。有些事情，走着走着就把它实现了。
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