Title: Developing a coordination framework for pharmaceutical supply chain: using analytical hierarchy process

Authors: Gholamhossein Mehralian; Asie Moosivand; Sanaz Emadi; Ramin Asgharian

Addresses: Department of Pharmacoeconomics and Pharma Management, School of Pharmacy, Shahid Beheshti University of Medical Sciences, P.O. Box 14155-6153, Niayesh Junction, Vali-e-asrst, Tehran, Iran ' Department of Pharmacoeconomics and Pharma Management, School of Pharmacy, Shahid Beheshti University of Medical Sciences, P.O. Box 14155-6153, Niayesh Junction, Vali-e-asrst, Tehran, Iran ' Department of Pharmaceutics, Pharmaceutical Sciences Branch, Islamic Azad University, Tehran, Iran ' Department of Pharmaceutics, Pharmaceutical Sciences Branch, Islamic Azad University, Tehran, Iran

Abstract: Managing independent members who share common goals is a frequent concern in any supply chain. More specifically, due to the critical role of the pharmaceutical industry in producing and delivering the right product to the right people at the right time, coordination of pharmaceutical supply chain (PSC) members is a critical factor. Therefore, the purpose of this study (PSC) is to identify and prioritise factors affecting coordination of a PSC. The analytic hierarchy process (AHP) is used to prioritise six strategic criteria, with 26 sub-criteria, for coordinating PSC operations. To run AHP, 44 interviews were performed to collect data for deep analysis. In this study 26 factors affecting coordination in a PSC were grouped to the six strategic factors. The results showed that, of these factors, organisational structure is perceived as the most important factor, followed by information technology, relationship and decision making, mutual understanding, management commitment, and regulatory affairs.

Keywords: supply chain coordination; pharmaceutical supply chains; PSC; analytical hierarchy process; AHP; Iran; pharmaceutical industry; supply chain management; SCM; organisational structure; information technology; relationships; decision making; mutual understanding; management commitment; regulation.

DOI: 10.1504/IJLSM.2017.081961

International Journal of Logistics Systems and Management, 2017 Vol.26 No.3, pp.277 - 293

Received: 22 Oct 2015
Accepted: 04 Dec 2015
Published online: 31 Jan 2017 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article