PHT-704 (Mam Fouzia).docx

7/23/2019 PHT-704 (Mam Fouzia).docx

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Pharmaceutical Management & marketing

Management:

Classical defnition:

The art and science of planning, organizing, directing, & controlling human eorts &

recources for the general good with in the organizational frame-work & economic environment

of the rm however management may be dened by dierent authors & specialist in dierent

ways & dierent point of view

!Kimbal!defne management as a feld which embrass (to tie) all the duties & unction

that pertain to the initiation o an enterprise has to operate.

Apply interoperates that management is getting things done through the eort o

other people & this unction breaks down into atleast 2 maor responsibilities.

!. planning. 2. control.

Terry management is defned as the acti"it# which plan$ organi%es$ and control the

basic operation o men$ machine$ material$ method & market pro"iding direction & co

ordination & gi"ing leadership to human eorts so as to achie"e the re'uired obecti"es

o the enterprise.

rgani%ation: place where a number o people or emplo#ee work under one common roo.

*he primar# dut# or unction o management to ensure the sur"i"al. *he organi%ationpro"ides means b# which this can be achie"ed.

*his organi%ation is based on principle o associated eorts and complete bod#including all its corelated unction. n organi%ation ma# be defned as$

+"roups of human beings deneable collectively b#c of some shared interest$

pharmac# organi%ation is a group o proessionals working together to operate a

pharmac# with each member o the group assigned specifc unctions assigned to somegroup members. *his defnition is applicable to a small pharmac# organi%ation as well asnormal pharmac#.

rgani%ation should be basic acti"it# o pharmac# management.

,t is perormed to assemble and arrange all re'uired sources including people so that

the re'uired work can be accomplished successull# when organi%ing people areintended in perorming inter related tasks.

*he goal o organi%ing is to assure people are working eecti"el# together or a goal o

the pharmac#.

good organi%ation in pharmac# is defned as one in which a group o indi"iduals co

operate willingl# &eecti"el# towards a common end. *his defnition implies the

presence o two actors-, members o pharmac# organi%ation cooperate willingl#.$ a certain mentalclimate is implied thus one o the primar# determinants o good organi%ation isgood moral.2ndimplication o this defnition o organi%ation emphasi%es the act that i work isto be done eecti"el# & organi%ation must be structured in such a wa# that eachperson can work with all other persons toward common end.

n organi%ation that posses these two re'uisite o high moral & sound structure at same

time profts rom competent leadership is one that is produce maimumaccomplishments with minimum o time eorts & epenses.

*#pes o organi%ation:

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0ole proprietership:

1ach o these ha"e ad"antages & limitations with the indi"iduals should consider

including a particular orm certainl#$ the nature o business$ the number o people$in"ol"ed capital & other actors which determine t#pe o organi%ation.

ldest & simplest & most common orm o legal organi%ation.

!. t the sole owner$ there is no ormer re'uirement. ther than the obtainingacilit# in which it will ha"e home & "arious licences & permit which are re'uired.

2. wner has complete reedom with in limits o laws in determining the operatingpolicies method or approach.

. *here is no one with whom$ the proft or decision must be shared.3. 4egulation b# go"ernment organi%ation less than or the cooperate rom

resulting in ewer & simple reports which ha"e to be submitted.5. ,ncome taes are onl# those re'uired or pharmac# owner as indi"idual.

*#pes o legal organi%ation:

1. SOLE PROPRIETER S!IP"one owner onl#2. P#RT$ER%S!IP"when a "oluntar# agreement between two or more indi"iduals orm an

association to carr# on a bussines together & to share in its proft or losses$ the# ha"eormed as partnership. *his agreement is known as article o copartnership6 should bein writing & should speci# the name & addresses o the partners or frms & names &legal addresses o partners. ,t should also identi# the contributors$ interest & duties &responsibilities o each partner.

Advantages:

1. *here are 2 or more owners usuall# one o them is a 'ualifed pharmacist.2. 0e"eral partners posses more capital$ greater knowledge & competence & more

di"ersifed knowledge than one person.

Disadvantages;

!. 7nlimited liabilit# o each o the partners.

2. n# partner is at risk to oolish or bad udgment o an# other.

3 .CO-O!"A#$O%:

ssociation o or more indi"iduals chartered under the law to conduct business as an

entit# separate rom its members.

*here are "arious kinds o cooperation e.g cotton eport cooperation etc.

8hen a cooperation is ormed it must fle article o in cooperation.re'uirement are -!. 9ame o corporationch must not be too similar to the name o other cooperation.2. uration o the cooperation.. 9ame & addresses o the incorporatiors.

3. ;ocation o the principle o. mount o capital stock.?. 9ame & addresses o directors or the frst #ear or until the !stmeeting o the

stock holder.

ter certifcate o the incorporation is issued$ the cooperation is organi%ed stock

holder then proceed to elect their = & adapt b# law to go"ern the cooperationduring its eistence. *hen = then elect the o


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!. uration is perpetual until the article o incorporation speci#.2. @ooperation is separate & distinct entit# rom its members.. eath o all or an# o the members does not eect its eistence or its operation.3. ;iabilit# o in"estor is limited to the amount o their in"estments.

Disadvantages:

!. ,t incures considerable legal epenses.2. ,ts subect to mo"e go"t. regulation.. ,t must submit more compl & detailed report.

3. A it is subect to ouble taation inormation6e income ta or earning o corporation& than share holder is again taated on the cooperation he recei"es.

&'A"! 'O(D!":)share holderboard o director. 7ltimate authorit# is an# business organi%ation resides inshare holder. *he# perorm a number o unctions. *he# include-

!. *o attend annual & special share holder meeting.2. *o eercise the "oting pre"elage.. *o elect directors.3. *o appro"e bond issues (board issues are legal matters o compan#)5. *o appro"e corporate character & proposed amendments.

>. *o appro"e long range epansion plans.?. *o re"iew operations & fnancial statements.

*OA"D O+ D$"!C#O"&:(=)

*he =s are the agents to manage the cooperation.

*he# elect the o


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?. *o establish & maintain a sound organi%ational structure & good working order withsatisactor# defnition o responsibilities & working & duties.

C. *o promote & maintain a high le"el o moral through out the organi%ation.D. *o appoint senior eecuti"e$ down to a gi"en le"el or appro"al o such appointment.!E.*o pro"ide suitable acilities or unctional training o eecuti"e & super"isor#

personel.!!.*o ha"e a continous control or super"ision o acti"ities o organi%ation b# means o

meeting & report rom eecuti"es.!2.*o prepare control reports & data or submission to =.!.*o keep the subordinate continuousl# inorm o matter aecting the progress & well

being o compan#.!3.*o recei"e aith ull# & interpret the "iew & commands o subordinates & members

o organi%ation to the =.

inciple O/ anagement;

$IT' O( )OMM#$*S"

1ach member o an organi%ation should recei"e instruction abo"e a particular

task rom onl# one super"isor.

1ach member know that when he reports to one super"isor or superiors.

Make both control & eecti"e planning.

SP#$ O( )O$TROL"

*here is alwa#s limit to the number o subordinates.

manager can eecti"el# manage the eact number depends on -

i. *raining o subordinates.ii. 1tent o authorit# delegated.iii. @larit# o plans & policies.i". 1ecti"eness o communication techni'ues.

8hen abo"e actors are clearl# classifed the span o management can be

determined .

,t is useul guide to the manager to impro"e the 'ualit# o management .

,n order to eecti"el# manage more subordinates in its best possible manner

.

,nact span o management at the limit o the manager6s abilit# to manage

more than certain number o subordinates in a gi"en situation.

!OMO+E$EIT'"

n e


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authorit# ma# be defned as a power to make decision & to see that the# are

carried out . authorit# is a moti"e orce that command eect$ time &

techni'ue. ,t is a power o eecuti"e to make others act in the manner

directed & re'uired b# him. ,t is put into action to achie"e enterprise

obecti"e.

RESPOSI,ILIT'"

M190 *he obligation o an indicati"e to carr# out nessar# assignment

acti"ities to the best o his abilities$ in the organi%ation$ assignment oresponsibilit# must be accompanied b# authorit# su


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impro"e selection & placement i this is done$ enterprise work team will work together

assembling the right management. Ior management group is an ob"ious re'uirement.

#)T#TI$+" means gi"es orders & instructions to the subordinates & co ordiante their

eorts order gi"ing is or directing in man# companies. irecting re'uires the 'ualit# o

leadership on the part o manager.

)O$TROLLI$+ it is a managerial acti"it# to design$ to achie"e plan results. nce the work

starts it is necessar# or the manager to check up or ollow up in order to make sure the work

is progressing$ satisactor# towards the predetermined obecti"es. @ontrolling in"ol"es promptaccurate measurement o actual results$ comparison o result$ determination o "ariances$

isolation o their causes rom initiation o remedial action so that the net reporting period will

not show ad"ance results due to same causes.

)OOR*I$#TIO$" o these abo"e acti"ities are "er# important. Irom this a predetermined

goal o a group is achie"ed & coordinate o men6s eort is obtained.

PL#$$I$+"

/;9,9H is one o the ke# unction o manager inect planning is crucial because it supports

the other unctions. /lanning is the determination o coarse o action wa# to perorm$ time to

perorm$ the task & the person re'uired to accomplish organi%ation obecti"e.

/lanning starts with decision$ the commitment o human material & resources ollowing an

anal#sis or a proposal.

/lanning is a unction o all managers although the characteristics & amplitude o planning

which "ar# with each manger authorit# i.e with the nature o policies & plans contain b#

super"ision.

*he abilit# to plan eecti"el# is principal actor in the success o management. manager is

one who has been gi"en certain degree o choice & placing responsibilities.

*he eecti"eness o the plan pertain to the degree to which it achie"es their purpose or

obecti"e plans are e


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Man# dierent t#pes o planning acti"ities occur with in pharmac# a"erage. *he most common

t#pe include

!. bussiness$ planning.2. Iinancial planning .. perational planning.3. 4esource planning.5. rgani%ation planning.>. 0trategic planning.

*he purpose o each t#pe o planning is defned some o there t#pe o planning acti"ities ha"e

subt#pes with in them. 1.g one t#pe o resource plannings deals specifcall# with human

resources. /lanning that had gained increasing importance is in inormation technolog#. *his

t#pe o planning ocuses specifcall# as the present & uture imormation needs technologies &

s#stem to meet those needs because o important o eecti"e planning man# organi%ation

in"est signifcant time & resources in these eorts. 7ltimatel# the chie eecuti"e o. efne responsibilities & timeline or each obecti"e..?. 8rite & communicate the plan.

C. Monitor progress towards meeting goals & obecti"es.

OR+#$II$+"

rgani%ing is the net management unction ater planning. ,t implies an intentional structure

o roles & position o personnel in or organi%ation or achie"ing coordinated unctioning. *he

acti"ities o all personnel must be coordinated so that the# can work eecti"el# & smoothl#

groups in an organi%ed wa# to meet the organi%ational obecti"es to accomplish coordination &

organi%ation is di"ided into small ractions or units in e"er# section. *he personnel role &

specifed responsibilities are assigned to workers & authorit# to one indi"idual is deligated.

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*he purpose o an# process is to achie"e coordinated eect "ia a structure o goals & authorit#

relationship. *he anatom# o an organi%ation pro"ides ormulation with in which an

organi%ation unction. esigning o an organi%ation in"ol"e the ollowing:

!. EST#,LIS! O,9E)TI/ES"organi%ation o"erall obecti"es are predetermined during

planning process. *hese obecti"es are classifed as short mid & long term obect. *he

acti"ities$ procedures$ personnels & e'uipments re'uired$ depends on the obecti"e o

organi%ation.2. TO I*E$TI(' #)TI/ITIES"all necessar# acti"ities necessar# to accomplish

predetermined obecti"es must be identifed. ,dentifcation o all acti"ities & means toaccomplish them is necessar# or achie"ing obecti"es. *he identifed acti"ities & task

defne the goals o indi"iduals & organi%ed units. *he specifcation o task & acti"ities

associated with a particular ob is called ob designing6. *he wa# the obs are confgured

or designed inJuences the emplo#ees moti"ation to perorm well.. )LSTERI$+ O0 #)TI/ITIES"1ecient & smooth working cost eecti"el# re'uire

grouping & organi%ation o allied acti"ities into units to acilitate the accomplishment o

acti"ities. *he no. o groups$ branches or di"ision in an organi%ation depends on the

di"ersit# o ser"ice & the a"ailabilit# o personnel & other resources. *he identifed

acti"ities or ractions in an organi%ation. ue to cost considerations usuall# the act with

more or less same nature are messaged with each other.3. *ELE+#TIO$ O0 #T!ORITIES"each group o acti"ities is assigned to a head or

manager with su


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(7rmal 6tructure" the word ormal6 reJect designed b# the managment or oo 23


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8. T7


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on a single proect beore an# meaningull accomplishment or a maor break ice.

0ome indicators can usuall# be de"eloped to assess perormance in such cares.

*he scientist progress partiall# b# a minor or close rewiew o his perormance.3. T7 c7m5are 5er07rmance again6t ST*6"

,n this step o control process the measured perormance is compared against the

0*6s de"eloped in step 2. /erormance ma# be same$ higher or lower than the

0*s assume each o sales. e.g managers o pharmaceutical concern ha"e a

goal o increasing sales b# !EK during a #ear. t the end o a #ear. *he Manager

has increase sale b# D.DK another b# D.K & rdb# C.?K.

Fow we can decide whether each has matched std or most parts this is managed

decision that must be banned as man# rele"ant ractions to reason. *his ailure

although none o sales manager attain the precise goal o !EK. ne was "er#

close while another ma# ha"e not with unepended competiti"e orm a new

compan#. *he abo"e mentioned rele"ant actors must be considered.

,t is also important that comparison ma# be made as oten as necessar#.

@omparison ma# be appropriate on annual basis & in other circumstances.5. T7 e@aluate acti7n6"

ction accordingl# are the !ststep in control process. /reerence is "alidated b#

means o comparison as in case o pre"ious step appropriate action is then taken.

*his action gross hea"il# on managers$ anal#tical & b# diagnostic skills.

(ORMS O0 OPER#TIO$#L )O$TROL S'STEM"

there are three le"els o control$ practiced b# most organi%ation. *hese are.

!. perational control.2. rgani%ation control.. 0trategic control.

OPER#TIO$#L )O$TROL S'STEM"

it is primaril# related to the regulations o cases it can take ! o orms consisting o

preliminar# control$ screening & post action control.

Preliminary c7ntr7l"

ttempts to monitor 'ualit# or 'uantit# or fnance$ ph#sical need$ human & inormation

sources beore the# actuall# become part o the s#stem *he preliminar# control

in"ol"es the regulation o input to ensure that these meet stds standard necessar# or

transormation process.

*hese are also called as precontrol or pre"enti"e control.

pharmaceutical frm that haier onl# post graduate person at super"isor le"el ater

se"eral inter"iews & other selection criteria has been satisfed to control 'ualit# o F4entering the organi%ation.

0imilarl#$ organi%ation oten take step to control material input fnancial & inormation

resources as the# enter the s#stem. 1.g some pharmaceutical industries reuse to

accept the raw material o certain origin.

Screening c7ntr7l"

,t is also called #es$ number control s#stem or concurrent control.

,t in"ol"es the regulation o ongoing acti"ities i.e part o transormational process to

ensure that the# confrm to organi%ation stds. ,t relie"es on eed back process during

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transormation process. *he decision regarding whether to continue process$ take

correcti"e action or stoppage o action or together is based on screening cork.

*his inprocess control helps pre"enting the ault# output e.g number. check points is

established along aerosol assembl# line or purpose o screening control.

s the product mo"es along the line it is periodicall# check to assure that all o the

components assembled so ar are working properl#. *he product is being control drug

transormational process itsel.

,t is widel# applicable & useull in identi#ing the cause o problem the# tend to be use

more oten than other orms o control or process o pharmaceutical industr# re'uire an

eecti"e screening control to produce product o high 'ualit#.

0creeninig control in pharmaceutical industr# is important because it gi"es the basis or

modifcation or purpose o action or necessar# steps to be taken i there are some

problems.

P76t acti7n c7ntr7l"

/@ monitors output or results o a process. *his fnal inspection is an e"aluation o

fnished drug product or output o a set o articles is one o the eample. ,n

pharmaceutical industr# fnal inspection is etremel# important & must go parallel with

that o screening control.

4el#ing on this control is useul in certain situations such as when a product or ser"ice is

airl# simple & o routine. , a product can be register in onl# 2 steps post action

control ma# be the most perecti"e control.

/@ is also known as eedback control or output. /@ in pharmaceutical industr# can be

eecti"e in 2 important wa#s to pro"ide inormation or uture planning e.g an

acceptabilit# high deecti"e rates during a 'ualit# check o fnished drug product will

suggest searching out the causes & taking steps to control them.

/@ o an acti"it# pro"ides a basis or rewarding emplo#ee6s perormance b#

recogni%ing accomplishment o gi"ing target.

REIREME$TS O0 #*E#TE )O$TROL"

ade'uate & eecti"e control are able to work e


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@ontrol must be made to the personalities o indi"iduali%e & control s#stem &

inormation are intended to help indi"idual manger comort. *he# ha"e control o

people such as pharmaceutical kineticists like presentati"es o their inormation

in the orm o comple tables o data$ mathematical model orm or computer

printer. *he important thing i.e people get & understand inormation the# need.

*he# must be made to meet such indi"iduals re'uired in situation.. Ma


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accommodate this chain. , control are unable to accommodate chain entirel#

new control s#stem will be needed. esigning & implementing a new control s#stem would be an unnecessar#

epense in product scheduling. *he production manager must be prepare or

ailure occur b# breakdown o machine. /ower ailure or illness o a ke# worker i control screening is too inJeible to

account or such di


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with capital in frm rather than with operating cost. 0ome o t#pical standard

include ratio o current aorts to current liabilities$ ft in"estment to total

in"estment & turn o"er all in"entories.3. Re@enue 6tan


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organi%ation. ,t is an important aspect because en"ironment pla# an important role i

the indi"idual is not working.2. health# en"ironment where all indi"iduals are dealt e'uall# or both discouragement

& encouragement promotes riendl# working as indi"iduals get in"ol"e with de"otion or

their work.. =# associating & appreciating the work o workers & encourage the workers b#

ecepting suggestions b# workers is useul or moti"ation.3. =# ulflling the re'uirement o the work & need o the workers.

T!EORIES O0 MOTI/#TIO$"

)7nec5t O0 $ee


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=*F re essential or sur"i"al o an organi%ation because an organi%ation is constantl#

changes in technologies competetions$ legal issues$ go"t. inJuences & "arious other epected

& unepected problems. *hese situations re'uire decision making which results in a new idea

to cope up with damaging situation$ creati"it# & inno"ation ma# lead to a new idea regarding

products processes$ decision making & problem sol"ing inno"ation attracts latented people o

the organi%ation.

,t inects a sense o ecitement & un into the work place. /eople eno# coming to the work

when reali%e that the# will get participation in an eiciting break through o an organi%ation.

PRO)ESS O0 )RE#TI/IT'" it in"ol"es certain phases:

PREP#R#TIO$"the stage o creati"it# in"ol"es lightning or collecting o the initial ino

defning the task under consideration searching all possible alternati"es & criticall#

anal#%ing to sol"e the problem.

I$),#TIO$"it is a passi"e process o allowing those skills & abilities to make &

de"elop naturall#. *his obtained accomplished b# thinking to eplore unusual

alternati"es. t this stage main ocus is not a problem but the solution.

I$SI+!T"it is also called illumination. ,t is spontanuoes & sudden break through in

which a person achie"es a new le"el o an insight or a matter under ocus or

perormance. /ERI(I)#TIO$"the process o determining testing$ the "alidit# & useull o idea that

was achie"ed through insight creati"it# & inno"ation can be pro"oked$ promoted b#

emplo#ing traditional & modern techni'ue.

TR#*ITIO$#L #PPRO#)!"

4eward s#stem: it includes the reward b# this we can increase the creati"it# &

inno"ation e.g we can gi"e certain incenti"es or houses$ cash pri%es$ oriegn trips etc.

these s#stem are "er# common especiall# in the plasma industries mainl# in the feld o

sales & marketing b# which we can increase the capabilit# o the worker.

,R#I$ STOR$I$+"it is a group o techni'ue or stimulating no"el & imaginati"e ideas

& alternati"es on a gi"en topic. ,ts purpose is to initiate ree thinking among the

participants. *here are > basic rules or brain storning in a group set up.a. /articipants should be encouraged to build on suggestion made b# others.b. *he# should be prohibited to critici%e ideas o others.c. *he# should be encouraged to build on suggestion made b# others.d. record o meeting should be maintained to help in reaching o the proposed

idea.e. 0u


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PRPOSE O0 )OOM$I)#TIO$"

means o linking people in an organi%ation to achie"e common purpose.

Hroup acti"it# is impossible with out communication because coordination can6t be

achie"ed i things are not being communicated.

Means o integrating management unction.

@ommunication is essential or internal unctioning o an enterprise because its

integrate are managed unctions. ,t applies through all phases o management but

practicall# important or unction o leading.

Means o linking enterprise & eternal en"ironment. @ommunication related an enterprise with the costumer$ supplier$ stock holder

go"ernment & communit#. ,t is through inormation echange b# which an organi%ation

becomes aware o the need o the costumer.

PRO)ESS O0 )OMM$I)#TIO$"

it in"ol"es the ollowing:

Sen


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9oise is a parameter which hinders the communication & is not desirable because

its presence can distort 0H1 intended message. ,t can be present in an# o the

abo"e element. no. o sources o noise ha"e been identifed which has been

discussed under the heading o communication barrier.

PRO*)TIO$ M#$#+EME$T"

/roduction is a process nessacar# to transer dierent inputs into a product or ser"ice

production management is a term confned earlier to the management o the

manuacturing acti"ities or products or ser"ices . in recent #ears$ the area oproductionmanagement has been epended to include such acti"ities as.

!. Marketing management. @ost & control management.2. perational management.$

a%M#RGETI$+ M#$#+EME$T"

@omprises o control o"er purchasing where housing accounting & fnancing material

management comes under input management which besides material management

encompasses control o personals methods machines & mone#.

;%OPER#TIO$#L M#$#+EME$T"

4eers to control on the acti"ities necessar# to produce & deli"er a ph#sical product

or ser"ice to the costumer.

*he pharmaceutical production & operational management in"ol"es regulation o

the transormation o inputs in accordance with highest standard into outputs. *he

output must meet all the o


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terms. ,t helps deal with uncertainities in suppl# & demand. ,t acilitates more economic

purchases because materials are usuall# cost low when purchase in bulk at one time.

,n"entor# ma# be a useul means o dealing with antisepated demand Juctuation. ,t is also

important or an organi%ation sinec it represents considerable cost.

)OST )O$TROL: ,n"ol"es the management o "arious elements o cost such as material$

labour$ direct & indirect cost$ the cost control o material & the material management

supplement each other. *he basic consideration in in"entor# management is ha"ing the

right aim o stock on hand. 9either too much normal nor too little. the in"entor# control is

deciding how much to bu# & when the cost control uses the dierent approaches are based

o or gi"ing out & minimi%ing the cost on total production. *he critical components o cost

control are material labour & burden.

a%Material:

represent the largest part o goods cost materials & purchased aBc to the needs

epressed in the production$ there are 2 sets o cost in"ol"e in purchasing.!. /rocurement cost.2. @arr#ing cost.

*he material procurement cost "ar# directl# with the no. o orders & in"ersel# with

the accomplishment o in"estment on the other hand$ the carr#ing cost ma# bereduced or a gi"en item.i smaller purchase order are placed. howe"er the result wil

be an increased in no. o orders & conse'uentl# & increase in the !stset o cost$ the

procurement "ar# directl# with in"entor# in"estment & in"ersel# with no. o orders.

n the other hand the carr#ing cost ma# be reduced or a gi"en item$ i smoother

purchased orders are placed.

;%la;7ur"

personel ser"ices are needed or manuacturing operation & eecti"e management

& careul use o labours are important or cost control. *he production is epressed

as the no. o direct labour hours needed to produce speci# no. i unit or e"er#product made. *he no. o hours re'uired or the production o items can roughl# be

estimated b# past inormation or b# time stud#. *he time stud# is more practical &

realible or establishing the no. o labour hours needed or a gi"en product.

*he cost o labour hour can be calculated. *he indirect labour hour are dierent to

measure & in some cases e"en not possible to identi# indi"idual labour hour is the

time spent indi"iduals not directl# in"ol"e in the production. 1.g bringing o

packaging item to packing lines b# a ser"ice management reJect the indirect labour

hour.

nal#sis & control o labour hour o stock & use o the labour orce e


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(iAe< ;ur


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scheduling) can begin with a tentati"e schedule i.e refned through se"eral

re"ision.>. Ma6ter reHuirement 5lanning"M4/ is the re'uirement o materials or

products specifed in master schedule & the material when needed. ,n M4/

raw material packaging component other items used in production o an end

product are determined or all products on a batch sheet. =atch sheet depict

complete ormula or a product & this reJects 'uantit# o all raw material

needed or dierent products. *he M4/ is necessar# to carr#out the schedule

production ater M4/ the re'uirement is sent to the material the purchasing

needs o an organi%ation are identifed through M4/.

M#RGETI$+ M#$#+EME$T "

a product through manuactured emplo#ing an e


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wa# communication. ,t is compulsor# component o a pharmaceutical

marketing$ since con"incing o a ph#sician or prescription o pharmaceutical

is a technical matter.-. )ritically c7ntr7lle< marketing acti@itie6" all the pharmaceutical

marketing acti"ities such as manuacturing$ distribution$ whole selling &

retailing o drug products are regulated & re'uire licenses. 0el regulation &

compliance with strict internal standards & specifcation are the basic

re'uirement in all o the abo"e acti"ities.. Re6tricti7n 7n

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