Ranbaxy Distribution

Distribution and Logistics Submitted To: Prof. Asif Zameer

Submitted By: Group 1 FMG-18Y

Akshat Vaid (91004)

Ankur Sharma (91008)

Darrick Arora (91015)

Kuldeep Indeevar (91027)

Manish Kumar Verma (91030)

Nikhil Soni (91038)

Group 1 (FMG-18Y) | Distribution and Logistics of Ranbaxy Ltd.

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Table of Contents

Acknowledgement ........................................................................................................................................ 3

1. Introduction .............................................................................................................................................. 4

2. Profile of the Global Pharmaceutical Industry .......................................................................................... 5

2.1 Indian Pharmaceutical Industry .......................................................................................................... 5

3. The Distribution chain ............................................................................................................................... 6

4. No. of players at each level ....................................................................................................................... 8

5. Role of each intermediary ......................................................................................................................... 8

5.1 Central Warehouse ............................................................................................................................. 8

5.2 Distributors ......................................................................................................................................... 8

5.3 Wholesalers/Stockist .......................................................................................................................... 9

5.4 Sub-Stockist ......................................................................................................................................... 9

5.5 Hospitals .............................................................................................................................................. 9

5.6 Retailers .............................................................................................................................................. 9

6. Territory design in NCR ........................................................................................................................... 10

7. Margins at each level .............................................................................................................................. 10

8. Coverage plan followed by distributors .................................................................................................. 11

9. Infrastructure required by distributors ................................................................................................... 11

10. Payment/credit terms given to distributors by company ..................................................................... 12

11. Payment/credit terms given by distributors in the market .................................................................. 12

12. Major problems faced by Distributors .................................................................................................. 12

13. Major points of conflict ......................................................................................................................... 12

14. Channel motivation ............................................................................................................................... 12

15. Logistics/Supply Chain Network............................................................................................................ 13

16. Alternative distribution chains .............................................................................................................. 15

17. Opportunities/Issues Identified ............................................................................................................ 16

18. Conclusion ............................................................................................................................................. 18

19. Recommendations ................................................................................................................................ 19

20. References ............................................................................................................................................ 19


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Acknowledgement Any project being done requires the help and support of different people, who through their experience

and guidance show us the correct path and keep guiding us with the correct process.

Thus, we would like to express our gratitude for the help and guidance of Mr. Sanjay Kakkar from

Kashchem Pharmaceuticals (Distributor).

Our acknowledgement extends to our Faculty Prof. Asif Zameer whose expert guidance and knowledge

helped us in getting through with the project successfully.

Date: 10th Sep 2010

Place: New Delhi


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1. Introduction Company Profile

Ranbaxy Laboratories Limited, India's largest pharmaceutical company, is an integrated, research based,

international pharmaceutical company, producing a wide range of quality, affordable generic medicines,

trusted by healthcare professionals and patients across geographies. Ranked amongst the top 10 global

generic pharmaceutical companies, Ranbaxy today has a presence in 23 of the top 25 pharmaceutical

markets of the world. The Company has a global footprint in 49 countries, world-class manufacturing

facilities in 11 countries and serves customers in over 125 countries.

In June 2008, Ranbaxy entered into an alliance with one of the largest Japanese innovator companies,

Daiichi Sankyo Company Ltd., to create an innovator and generic pharmaceutical powerhouse. The

combined entity now ranks among the top 15 pharmaceutical companies, globally. The transformational

deal will place Ranbaxy in a higher growth trajectory and it will emerge stronger in terms of its global

reach and in its capabilities in drug development and manufacturing.

Vision & Aspirations

Ranbaxy is driven by its vision to achieve significant business in proprietary prescription products by

2012 with a strong presence in developed markets. The Company aspires to be amongst the Top 5 global

generic players and aims at achieving global sales of US $5 Bn by 2012.

Strategy

Ranbaxy is focused on increasing the momentum in the generics business in its key markets through

organic and inorganic growth routes. Growth is well spread across geographies with focus on emerging

markets The Company continues to evaluate acquisition opportunities in India, emerging and developed

markets to strengthen its business and competitiveness. Ranbaxy has forayed into high growth potential

segments like Biologics, Oncology and injectables. These new growth areas will add significant depth to

the existing product pipeline.


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2. Profile of the Global Pharmaceutical Industry The global pharmaceutical industry is one of the richest and most innovative in the world with revenues

of approximately $420 billion in 2003. The lifeblood of the industry flows from its research and

development efforts (R&D) with an annual investment of $49.3 billion, or 10 to 15 percent of total

revenues. As the world becomes increasingly globalized the pharmaceutical industry must respond to

emerging challenges. Currently, the industry faces expiring patents, drying pipelines, lower returns on

investment, urgency to introduce new drugs in a timely manner, and an increased need to access broad

patient populations. This stark reality has prompted a wave of off shoring by top multinational firms.

This section examines the current levels of global pharmaceutical employment and off shoring.

2.1 Indian Pharmaceutical Industry India is the world’s largest producer of generic anti-AIDS drugs and its overall generics industry totals

more than $4 billion. India’s pharmaceutical industry supplies 85 percent of its domestic market and

generates approximately $900 million a year from sales in India alone. These figures convey the

importance India’s pharmaceutical sector has attained. India’s prominent pharmaceutical companies

have already achieved a degree of sophistication that surpasses that needed to simply to perform basic


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tasks. The Indian pharmaceutical industry is welcoming working relationships with leading global firms.

For example, Ranbaxy recently formed an agreement to work with GlaxoSmithKline to commercialize

compounds they develop together, which is interesting because the two were locked into a patent

lawsuit just a few years ago. Deloitte commented on the Indian pharmaceutical industry, stating:

Prospects for the Indian pharmaceutical industry will be bright if it can move beyond the

commodity production model and share in the significant financial benefits stemming

from co-development and ownership of new, patented product.”

At the moment, CROs assume the largest portion of offshore tasks. As more tasks are outsourced, CROs

importance will continue to grow.

3. The Distribution chain India is a geographically diverse country with extreme climates that make distribution a critical function.

The long channel of distribution and high incidence of brand substitution makes it mandatory for a

company to make all its stock keeping units (SKUs) available at all levels at all times. In India, most

brands have generic versions of drugs and retailers can usually obtain higher margins with generics than

for branded products. To reduce risks of substitution, innovator companies must make sure their

products are made available to the stockist and retail shops.

Drug distribution in India has witnessed a paradigm shift. Before 1990, pharmaceutical companies used

a different distribution system, in which they established their own depots and warehouses that now

have been replaced by clearing and forwarding agents (CFAs). These organizations are primarily

responsible for maintaining storage (stock) of the company’s products and forwarding SKUs to the

stockist on request. Most companies keep 1–3 CFAs in each Indian state. On an average, a company

may work with a total of 25–35 CFAs. Unlike a CFA that can handle the stock of one company, a stockist

(distributor) can simultaneously handle more than one company (usually, 5–15 depending on the city

area), and may go up to even 30–50 different manufacturers. The stockist, in turn, after 30–45 days (a

typical credit or time limit) pays for the products directly in the name of the pharmaceutical company.

The CFAs are paid by the company yearly, once or twice, on a basis of the percentage of total turnover

of products.

Langer

The figure below shows how a product passes through the company-owned central warehouse, which

supplies it to the CFA or super stockist. From the CFA the stocks are supplied either to the stockist, sub

stockist, or hospitals. The retail pharmacy obtains products from the stockist or sub-stockist through

whom it finally reaches the consumers (patients). Certain small manufacturers directly supply the drugs

to the super stockist.

In 2006, the market size of India’s pharmaceutical logistics segment (distribution) was valued at around

$200 million and the logistics/distribution industry has been growing at an average annual growth rate

of 4% since 2002. According to the Indian Retail Druggists and Chemists Association, in 1978, there were


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roughly 10,000 distributors and 125,000 retail pharmacies in India. Today, the total number of stockist

in India is around 65,000 and the number of pharmacies is about 550,000, an increase of around 6- fold

and 4-fold, respectively.

Despite the rapid increase in the number of stockist and pharmacies, there has not been a proportional

increase in the volume of prescriptions distributed. Thus, the efficiency of the current system has clearly

not been demonstrated. Further, it is estimated that more than three-fifths of Indians still do not have

access to modern medicines. This clearly shows that the rural market is largely unattended and

untapped. Central warehouse

Manufacturer


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4. No. of players at each level

Levels Number of Players

C&F Agents/Central Warehouses 1 (Nangli Poona)

Distributors/Super-Stockist 32 (Only in Delhi)

Wholesaler/Sub-Stockist

Retailers

5. Role of each intermediary

5.1 Central Warehouse This can be categorized into two, one is depot and other is the C&F agent. The depot is responsible only

for storing the products; the depot has the facility of cold storage for injections and other drugs which

need cold storage.

The C&F agent is responsible for carrying out the drugs from the manufacturing unit to the stockist.

5.2 Distributors The distributors are also known as super-stockist, they normally places the order with the C&F agents

and sometimes buy directly from the company. The minimum order placed with the C&F/company

should be in acceptance with the following formula:

Order = 1.5*Opening Stock – Closing Stock

Distributors make contacts with the buyers and use various communication strategies to make them

aware of the products. They use the tools like discounts and schemes to attract the channel partners in

the down line.

Distributors generally give order through sales agent, the agent comes to the distributor’s place and

note down the order in a company supplied format, the format has the drug code, the name of the drug

and the quantity. Distributors also place the order on e-mail on the same format provided as a soft copy.

After the order is being served the company generates the invoice and payment is made. Usually some

kind of cold storage is there depending on the quantity of drugs the distributor holds which needs cold

storage, for e.g. some distributors have big containers while others do with only refrigerators.

Selection Criteria for Distributors:

1. Survey conducted by a company representative to know the goodwill and reach of a particular

distributor.

2. Minimum of 4 years of experience in the field.

3. License from the State and Central Drug Office.


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5.3 Wholesalers/Stockist In case of regular party wholesaler the order is placed by wholesaler on call or a salesman of distributor

takes the order from wholesaler and the delivery is done or the same or next day morning.

In case of other wholesalers, the wholesaler has to come in person to take delivery of the drugs.

After the order is served the invoice is being generated by the company and in cases of regular

wholesaler the order is given on credit.

They also use various tools to build up relations with the retailers and especially with the Hospitals, as

this is a more profitable deal, it is a win-win situation for both the supplier and the buyer as Hospital

gets more discounts and the supplier which in this case is the wholesaler gets high sales.

5.4 Sub-Stockist They are more or less like the stockist; the difference is the inventory they hold and the target segment.

They can place the order with the distributor or the wholesaler.

5.5 Hospitals Hospitals can place the order directly with the Distributor or through Wholesaler. They act as a retailer

and also supply the drugs to the patients directly which are there in the hospitals for the treatment.

The order is normally placed on call and deal is usually done on credit basis.

5.6 Retailers Retailers can be classified into three categories:

- Chemists

- Pharmacies (Reliance Wellness, Apollo, etc)

- Mixed product departmental stores

Chemists and Pharmacies get the same benefits from the wholesaler or the channel member providing

with the products. But in case of mixed product departmental stores discount given is lesser as

compared to the other members because they are not the regular buyers and they order only on need

basis.

They supply the drugs directly to the customers. They use tools like discounts and home delivery to

attract the customers.

The order is normally placed on call and also the sales person of some wholesaler comes to take the

order. Credit period is given.


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6. Territory design in NCR

1) There are 4 control units as decided by the company in Delhi:

a. North Delhi

b. West and Central Delhi

c. South Delhi

d. East Delhi

2) The location and potential of the customer i.e. the distributors is obtained from telephone

directories and doing a market research (Survey of Retailers, etc)

3) The distribution of drugs is intensive so the decision for basic territories is done using the Break

Down method.

1) The sales forecast for the total market is done by using the break down approach.

2) Multiply the total sales potential with the buying index of a particular control unit gives sales

potential for a particular control unit.

3) Ranbaxy uses a formula to supply to its customer (distributors) which is a fixed formula and if

the distributor wants to do business with Ranbaxy then it has to adhere to that particular

formula.

Formula: 1.5*Opening Stock – Closing Stock

4) Finally Ranbaxy decides upon the final territory based on who all distributors are ready and

eligible for the distribution of the products.

7. Margins at each level

The prices and the margins of drugs for the wholesaler and retailers are largely decided by the National

Pharmaceutical Pricing Authority (NPPA), which varies depending on whether the active constituent of

the product is a scheduled drug or a nonscheduled drug. Scheduled drugs are price controlled whereas

nonscheduled drugs are not. The NPPA is an organization of the government of India established to fix

or revise prices of controlled bulk drugs and formulations. Companies must keep drug prices affordable

Select a Control Unit

Break Down Method

Decide basic Territories

Find location and potential of customer

Estimate Company sales potential

Develop final

territories

Forecast sales

potential for each

control unit


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to the general public. To keep medicines within reach of the poor population, the government has

covered 76 scheduled drugs.

In addition to the above mentioned margins, wholesalers and retailers are also compensated with

additional trade offers. Hospitals and large institutions sometimes directly negotiate with the

manufacturing company and get the drugs in their pharmacy at lower costs. Stockist competes with

each other in a given city. Generally, hospitals order large quantities and can negotiate with stockist,

who provide payment terms, credit periods, and margins.

Further, retailers and distributors form associations locally and nationally, and manufacturing companies

must comply with their terms. For example, in many states when a company launches a new product

(either branded or generic), to make that product available in the pharmacy, the company has to pay

commissions to the chemist (pharmacy) association. On receiving the commission the association will

issue a no-objection certificate, which is mandatory for any company to make their product available in

the market. Margins at various levels of distribution system:

Levels Margins

C&F Agents/Central Warehouses 1–10% on the total turnover + other expenses

Distributors/Super-Stockist 8% on scheduled drugs

10% on nonscheduled drugs

Wholesaler/Sub-Stockist 10% on scheduled drugs

12% on non scheduled drugs

Hospitals 16% on scheduled drugs


Retailers 16% on scheduled drugs


8. Coverage plan followed by distributors

Pharmaceuticals distribution is pretty competitive and there is no specific coverage plan for the

distributors. The area is open to all and it’s up to the distributor as to how acquire a particular area, or a

particular client.

9. Infrastructure required by distributors

1) Cold Storage: This shall be there in the store/warehouse of the distributor and also in the vans

or the transport used by the distributor to deliver the drugs from his store to the customer

(wholesaler or retailer)

2) Supply and Booking Persons: Adequate number of supply as well as booking persons should be

there with the distributor.

3) IT infrastructure: A minimum requirement is that a distributor should a have computer installed

with any financial accounting software for all the transactions with the company or to the

customers.


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4) 10*4*1.5 sq ft. Rack: This is a standard measurement of the compartment which needs to be

installed at the distributor place to carry the Ranbaxy drugs.

10. Payment/credit terms given to distributors by company

1) None in case of new distributors.

2) 7 days in case of distributors having more than 3 year relationship with the company.

11. Payment/credit terms given by distributors in the market

1) None in case of new retailers, wholesaler.

2) 30-100 days in case of other retailers and wholesaler.

12. Major problems faced by Distributors

1) Territory Acquisition

2) Fierce Competition

3) Other distributor offering high margin or more cash discount.

13. Major points of conflict There are many sources of channel conflicts. They can originate from competing roles, clash of domains

and differing perceptions of reality. Marketing channel strategies and channel structures are also

important sources of conflict. Channel conflicts can be of different types. They can be primarily divided

into pre-contractual and post-contractual conflicts and conflicts based on channel levels. Based on the

timing of conflicts, they are divided into conflicts that arise before channel members enter into

agreements and those that arise after channel members enter into agreements. Channel level conflicts

may be vertical, horizontal or multi-level. Specifically the conflicts can be categorized as:

1) Expiry Issues

2) Margins Issues

3) Credit periods

14. Channel motivation There are three basic facets involved in motivation management:

Finding out the needs and problems of channel members

Offering support to the channel members that is consistent with their needs and problems.

Providing leadership through the effective use of power


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Before the channel manager can successfully motivate channel members, an attempt must be made

to learn what the members want for the channel relationship.

Manufacturers are often unaware of or insensitive to the needs and problems of their channel

members.

Distributor Advisory Councils

Three significant benefits emerge from the use of a distributor advisory council.

- It provides recognition for the channel members.

- It provides a vehicle for identifying and discussing mutual needs and problems that are not

transmitted through regular channel information flows.

- It results in an overall improvement of channel communications, which in turn helps the

manufacturer to learn more about the needs and problems of channel members, and vice

versa.

Offering Support to Channel Members

Support for channel members refers to the manufacturer’s efforts in helping channel members

to meet their needs and solve their problems. Such support for channel members is all too often offered

on a disorganized and ad hoc basis. The attainment of a highly motivated cooperating “team” of channel

members in an inter-organizational setting requires carefully planned programs. Such programs can

generally be grouped into one of the following three categories:

(1) Cooperative

(2) Partnership or strategic alliance

(3) Distribution programming.

15. Logistics/Supply Chain Network Companies today are finding it extremely difficult to maintain their competitive advantage over others

purely on the basis of innovative strategies pertaining to the product, price, place, or promotion. Since

competitors can easily imitate each of these competitive advantages, the emphasis on building a

sustainable competitive advantage has made companies focus their attention on logistics, which

provides such a means for companies to successfully differentiate themselves from competing firms.

Logistics is a complex process by which companies transport products, parts, and materials from the

place where they are manufactured to the place where they are required. There are several reasons for

the overriding importance being given to logistics by businesses across the world. These reasons include

wider availability of alternatives to maintain cost and service standards, need for location of retail

outlets closer to the market, the growing complexity of product lines, the increasing shortage of raw

materials, and the perceived need for an effective system of computerized inventory control.

Logistics is a complex process and involves several functions such as procurement or purchasing, inward

transport, receiving, warehousing, stock control, order picking, materials handling, outward transport,

physical distribution management, recycling, and returns & waste disposal functions. Facility of cold

storage containers and units are provided at the Manufacturing unit, C&F and Depots.


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In logistics, Ranbaxy was able to address major challenges in areas such as surface transportation, air

and sea freight. Ranbaxy rationalized its vendor base and qualified a pool of vendors (including new

vendors) keeping in view the service level requirements and negotiated long-term contracts with these

vendors. Ranbaxy was able to derive significant savings across its entire portfolio of logistics spend

categories through this exercise.

In the highly competitive space of generic pharmaceuticals, efficiency is the key to survival. Efficiency in

reaching out to the customers across the globe within the stipulated time frame is a challenge in itself.

Ranbaxy, with its extending horizon, has taken up this challenge head on. The Company has embarked

on globalizing its supply chain in line with the best institutional practices of the industry.

Planning & Implementation

The Company launched a special project called SPECTRUM (Supply Chain Planning for Enhancing

Customer Service to Ranbaxy's Universal Markets) in 2003 with a clear objective to, 'Transform the

Supply Chain to substantially improve customer service levels whilst maintaining optimal levels'.

Over the last 26 months significant ground has been covered in terms of implementing processes in

different plants and markets across the globe. This effort has been ably supported by deploying the APO

(Advanced Planner Optimizer) tool. Following its implementation, the supply chain has been converted

into a seamlessly integrated end-to-end function, starting from forecasting demand to meeting demand,

in the most efficient way. The tool helps manage each function separately from demand planning,

supply planning, procurement of input materials to logistics.


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Customer is the King

Thousands of Ranbaxy customers from more than 104 countries are served more than 4000 SKUs (Stock

Keeping Units), manufactured either at Ranbaxy's manufacturing facilities spread across the globe, or at

various other outsourced locations including sourcing from several Principal to Principal (P2P) vendors.

Using thousands of input materials from a large number of vendors makes Global Supply Chain (GSC)

function that much more complex.

In line with global best practices the supply chain at Ranbaxy has evolved a seamless planning process,

which starts from forecasting demand for each market and ends with the delivery of goods to the

customer in full and at the required time. This process driven approach has helped in substantially

improving service to the end customer.

Ranbaxy provides services as per customer needs by bringing in many new products each year. During

2004, over 700 SKUs were launched. A large number of products are filed in various countries every

year. Our Global Supply Chain ensures that these products are manufactured well in time and reach the

market on the day of the launch. GSC works relentlessly to ensure day one launches of the generic

formulations in advanced markets like USA & Europe.

Making Way Ahead

The well defined KPIs (Key Performance Indicators) for each aspect of supply chain and periodic review

of these KPIs by the company's management, ensures that there is improvement, month on month, and

processes are strictly adhered to.

The Global Supply Chain is supported by SAP, which acts as the digital backbone of the chain providing

on line information to the customers and the organization. In order to help service dynamic market

requirements, technology is leveraged to ensure that vendors get to know about the changes online and

can track the movement of their consignments till the time they are received by them.

To enhance Global Supply Chain capability RFID (Radio Frequency Identification) technology was

initiated in 2003. RFID is an advanced bar coding system and tracks the stocks automatically. This was

first implemented in the US in 2004 and soon will reach out to other markets.

The GSC team is geared up to take on the challenge of converting our Global Supply Chain into a source

of competitive advantage for the company while providing enhanced quality service to customers.

16. Alternative distribution chains Direct distribution

Ranbaxy provides the direct distribution channel also; a patient can directly place the order with the

company (in special cases).

Mail order


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A distributor/super-stockist can place the order via e-mail directly to the C&F agent or the company. The

order is placed in a format provided by the company.

Self-distribution

The sales representative also provides free samples to the wholesaler and the retailer to generate a

latent demand.

Agency distribution

The areas in which the coverage of the company products is not proper for e.g. 2-3 years back in Badli

(near Rohini Sec-16) area the supply of Ranbaxy products was not at par, so the company people did a

survey of the chemists in that area and found out the distributors which were having good hold on that

locality, then the company contacted those distributors and then based on their financial standings and

interest offered the agency to a particular distributor.

Pharmacy benefit managers

Pharmacy benefit management (PBM) companies combine retail pharmacy claims processing, formulary

management and home delivery pharmacy services to create an integrated product offering to manage

the prescription drug benefit for payers. Some PBMs now provide specialty services to provide

treatments for diseases that rely upon high-cost injectable, infused, oral or inhaled drugs which provide

a more effective solution than many retail pharmacies. PBMs also have broadened their service

offerings to include compliance programs, outcomes research, drug therapy management programs,

sophisticated data analysis and other distribution services. Knowledge Source's report Pharmacy Benefit

Management Market Overview examines the competitive landscape of the pharmacy benefit industry.

It’s not prevalent in India but some retailers like Apollo pharmacy have started this.

17. Opportunities/Issues Identified

Organized Retail

Organized retail pharmacies are in a nascent stage in India, but have started making inroads in the

distribution system. The first retail pharmacy chain was started by the Subiksha Retail Services Pvt. Ltd.

The Medicine Shoppe, one of the largest retail drug stores in the US, opened two retail outlets in

Mumbai and has franchised three more in Mumbai, Calcutta, and Baroda. Others have also entered the

field including Health & Glow, Pills & Powders, and Reliance that has set up units under the brand name

of Reliance Wellness.

Nitin Gokarn, senior manager of supply-chain management (SCM) at Merck India, is optimistic for the

growth of organized retail. He says that, “Though organized retail faces strong resistance from the

traders lobby, it has a great potential.” He also opines that, “It will take a great deal of political will and

reforms to make this happen.” With an organized retail system, pharmaceutical companies would be

able to offer medicine at higher margins, and some speculate that retailers may even be able to pass on

cost benefits to the end-users as well.


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Long Channel Inventory Management

The multilayered distribution channel and lobbying at all layers has been successful at preventing

pharmaceutical companies from bringing in significant reforms toward higher trade margins, and at

bypassing the multiple distribution layers to reach customers directly. Because pharmaceutical

companies do not have direct access to retailers’ data on sales (tertiary sales), most pharmaceutical

companies depend on stockists’ sales data to monitor sales (secondary sales). The primary sale involves

transferring stock from the central warehouse to its CFA. The medical representatives are given

predefined sales targets. To meet these targets they push inventory on the stockist to levels that exceed

the actual demand. When the next level of sale does not take place, the stockist will either return goods

to the company or the stock expires.

IT Adoption

IT adoption in healthcare has grown drastically. Pharmaceutical companies have realized the need for

integrated solutions in SCM to keep inventories at optimum levels, to improve distribution, to provide

for liquidation of stock, and to streamline interconnectivity between manufacturing facilities,

warehouses, and CFAs in different states. The use of software like SAP and SAS, apart from other

customized software, is increasing. However, the adoption of technologies such as radio-frequency

identification (RFID) has been slow.

Large Untapped Rural Market

The growth of institutional sales had little impact on the accessibility of medicine in rural areas,

according to an analysis by the Indian Retail Druggists and Chemists Association. A large proportion of

the rural population still does not have access to proper medication and the situation may take long to

improve. Rural areas contribute around 21% to the total pharmaceutical market. Nearly 70% of India’s

population lives in rural areas where healthcare infrastructure is poor. With increasing rural household

incomes, the rural market is becoming more attractive. According to estimates by the Planning

Commission, rural households now spend 12% of their income on healthcare.

Increasing Competition between Wholesalers and Retailers

Today, with so many mergers and acquisitions in the Indian pharmaceutical industry, the number of

stockist for each company has increased. No two stockist of the same company may be competing

against each other. Retailers take advantage of this situation by prolonging the credit period and asking

for more discounts, which has an adverse effect on stockist, because they have to comply with the

retailers to sustain their business.

Value Added Tax (VAT) Impact

With the introduction of VAT, medicine prices have been standardized and price discrimination, in which

different states pay different prices for the same products, has reduced. VAT has also helped reduce the

illegal interstate transfer of goods and the unethical interstate trade for higher margins. Per the new


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rules, sales tax is levied at each stage of value addition and credit for the tax paid on the inputs can be

obtained.

Brand Substitution

The emergence of generic drugs has also taken a toll on Indian pharmaceutical company sales, as prices

can be almost 2 to 15 times less for the same drug. Moreover, to capture market share generics,

companies offer higher trade margins at the retail level. Sometimes generic drugs provide up to 500%

trade margins, which are a lucrative offer for a retailer to pass up, and this leads to brand substitution.

International Competitiveness and Cold-Chain Management

Indian pharmaceutical companies are increasingly seeking opportunities to supply drugs to the world

market. More developed cold-chain management practices will be required to achieve this goal. This is

one of the major challenges faced by the industry if they are to retain product quality during shipment.

Companies like Ranbaxy, Eli Lilly in India have implemented initiatives such as having their own vehicles

equipped with cold-chain management systems.

18. Conclusion Manufacturers must ensure that their drug reaches customers with uncompromised quality. In India,

because manufacturers do not retain control over the multi layered distribution system, the cold-chain

management process continues to be difficult and expensive. However, manufacturers are increasingly

realizing the importance of an effective distribution system, all the way to the end-customer. Coping

with the challenges of streamlining the systems in India will ultimately benefit the patient and the

healthcare system.

The pool of 'Pharmaceutical Company' is dominated by generic manufacturers. Although, some first line

companies are slowly shedding 'Generic' tag and dawning 'Innovator' tag to get a global footage, but still

generic drugs accounts for 80% of revenue. Pharmaceutical Companies in India are getting

technologically strong and self reliant. Pharmaceutical Companies in India are armed with:

Low costs of production & R&D costs (around 70% less than their Western counterparts).

Highly innovative scientific manpower.

Hosts of national and private laboratories.

A strong IPR regime following WTO and WIPO norms.

Strengths of Channel

• Offers flexibility in sales policies across regions

• Provides speed to penetrate new geographies

• Increases sales productivity in existing geographies

• Provides opportunities to commercialize multiple brands across therapeutic segments

• Reduces the fixed cost component of sales

• Allows RGCL to focus on core strengths of medico-marketing and business development


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• Provides opportunity to the local outsourced teams to employ local relationships to the fullest

19. Recommendations - Should implement the online order taking mechanism.

- Implement ERP solution between distributors, wholesalers and retailers rather than a

mechanical system.

- Invest more in R&D

- Invest in Biological Sciences Research (particularly genomics and proteomics)

- A retailer should deal with only one wholesaler or distributor in case of one company products.

- The distributors and wholesalers should provide the injections and other drugs which need

special care with a coolant or cooling kit.

- The adoption of the RFID technology should fasten up.

- The company should target the rural market and they can also open company owned stores in

the rural areas.

- Should focus on pull strategy rather than the current push strategy.

20. References Websites:

http://www.ranbaxy.com/

www.biopharminternational.com

Magazines:

Ranbaxy World

India Today

Papers:

Professor Amar Gupta, “Offshoring in the Global Pharmaceutical Industry: Drivers and Trends”

ENTR573:Professional Outsourcing, August 30, 2005

http://www.ranbaxy.com/

http://www.biopharminternational.com/

Ranbaxy Distribution

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