P R E S E N T E D BY:
Distribution
ALI H U S N A I N 3setup
7
M A H I WA L SA RWA R 1 0 5
USMAN ASHRAF 84
I Z Z A FA R M A N 2 0
AREEBA 69
Contents
Basic functions of management
Hierarchy and organizational structure
Principles and roles of management
Effective management system
Planning process
Implementation of MBO (Management by
Objectives)
Vision and• Our Vision:
mission Be the most reliable pharmaceutical distributor
in Lahore.
Advance technology for excellence.
Ensure timely delivery of the right medication to
the right patient.
• Our Mission:
Bridge gap between manufacturers &
healthcare providers
Ensure quality, efficiency & seamless supply
Enhance community health with genuine
Basic Functions of Management (POIC)
• Planning: Setting our goals and deciding how to achieve them.
• Organizing: Arranging resources (people, inventory, capital) and creating
a structure to execute the plan.
• Leading: Motivating, guiding, and communicating with our team to
achieve excellence.
• Controlling: Monitoring performance, comparing it with goals, and
making necessary adjustments.
Organizational Structure & Hierarchy
• [Managing Partners] (Us – Pharmacy Graduates) /
| \ / | \ / | \
[Operations Manager] [Quality & Compliance Officer] [Sales &
Relationship Manager] / \ |
| / \ | |[Warehouse Staff] [Delivery
Personnel] [Customer Service Rep]
Role Clarifications:
• Managing Partners: Overall
strategy, financial management,
regulatory compliance, and
stakeholder (suppliers, banks)
relations.
• Operations Manager: Manages
warehouse operations, logistics,
fleet, and inventory control.
Reports to Managing Partners.
Continue
• Quality & Compliance Officer: Ensures adherence to all FDA, PCI, and other
regulatory standards. Manages staff training and quality audits.
• Sales & Relationship Manager: Responsible for client acquisition (hospitals,
clinics, retail pharmacies) and maintaining customer relationships.·
• Team Members: Warehouse staff and delivery personnel form the backbone
of our operational execution.
Management Principles & Roles in
Action
Management Principles:
Division of Work: Specialized roles for efficiency & expertise
Authority & Responsibility: Clear roles & authority
Unity of Direction: One head, one plan for related activities
Managerial Roles:
• Interpersonal Roles:
• Figurehead: Representing the company at community and industry events.
• Leader: Motivating the team, building a positive culture.
• Informational Roles:
• Monitor: Tracking inventory levels, competitor activity, and regulatory changes.
• Disseminator: Sharing crucial information with the team about new drugs or process
updates
Roles;
• Decisional Roles:
• Entrepreneur: Initiating new services like temperature-controlled logistics for
biologics.
• Disturbance Handler: Resolving a logistics breakdown or a supplier dispute
effectively.
• Resource Allocator: Deciding how to best utilize financial and human resources.
The Strategic Planning
Process
• 1. Set Objectives:
• Our primary objective is to achieve a 15% market share
among local independent pharmacies within the first year
and maintain a 99.5% order accuracy rate.
• 2. Develop Assumptions:
• We assume a growing local population, a demand for
faster, more reliable delivery from local pharmacies, and a
stable regulatory environment.
• 3. Identify Alternatives:
Alternative A: Focus on bulk distribution to large hospitals.
Alternative B: Focus on rapid, small-batch delivery to retail
pharmacies.
Alternative C: A hybrid model.
Continue
• 4. Evaluate Alternatives:
a. Alternative A: High volume, but high competition and lower margins.
b. Alternative B: Builds strong local relationships, allows for premium services.
c. Alternative C: Diversifies risk but requires more complex operations.
Implementing Management by
Objectives (MBO)
• The MBO Cycle at VitaCare: Goal Setting (Cascading Objectives):
Organizational Goal: Achieve 15% market share in Year
1. Departmental Goals:
• Sales: Acquire 30 new retail pharmacy clients.
• Operations: Ensure 98% of orders are delivered within 24 hours. ·
• Quality: Achieve zero critical regulatory observations in the first audit.
2. Action Planning:
Managers & teams create individual plans with specific targets, e.g.,
Sales Manager: 20 client calls/week, 2 pharmacy events/month.
3. Self-Control and Autonomy:
• Employees are trusted to manage tasks & use initiative.
4. Periodic Review (Not just Annual):
• Quarterly Progress Reviews:
Collaborative sessions
Focus on problem-solving & support
Not punitive
5. Performance Appraisal and Feedback:
• Annual Performance Evaluations:
Linked to MBO achievement
Rewards success
Addresses shortcomings with training & coaching