GENERAL INTRODUCTION

Procurement is a technique or method for delivering goods or services to a third

party. The mission of supply is to satisfy a demand through delivery, taking into
account the company's objectives and the constraints of the environment. The
optimization of this function is strategic for the company because of its direct
influence on sales.

Distribution refers to the action of distributing things or people according to

different criteria, or, by metonymy, the result of this action. In an economic
context, the distribution policy is one of the policies of the marketing strategy of
production companies concerned with the organization of the availability of their
production on the market. And the company Distribution Pharmaceutique de
Côte d'Ivoire (DPCI), being one of the main pharmaceutical distribution
companies in Côte d'Ivoire, has been able to position itself on the Ivorian market
thanks to a distribution policy that has been proven for over twenty (20) years old.

Thus, it was given to us during our end-of-study internship within the DPCI, to
carry out a study under the following subject: "REDUCTION OF THE DELAY
IN THE SUPPLY AND DISTRIBUTION CHAIN OF PHARMACEUTICAL
PRODUCTS AT DPCI”. We chose this theme because it highlights our desire to
improve lead times in the supply and distribution system.

1
 I. PROBLEM

One of the missions of the DPCI is to ensure the supply in its agencies and to
distribute drugs throughout the Ivorian territory.

Distribution consists of supplying orders from pharmacies, clinics, CHR,

dispensaries, university hospitals and NGOs.

To this end, the DPCI strives to meet the needs of the various customers, which are
pharmacies and health centres. This implies that it must be imperative for it to be
able to manage its supply and the distribution of its products.

1. Report

We noted, from June to December 2020, at the DPCI that the customs clearance
time for importing medicines was 22 days, while the customs code provides for a
period of 10 days.

It is in this concern to overcome all these difficulties that we decided to reflect on

the theme: “REDUCTION OF THE DELAY IN THE SUPPLY AND
DISTRIBUTION CHAIN OF PHARMACEUTICAL PRODUCTS AT DPCI”

2. Research Questions

They are: the main question and the secondary questions

2.1 main question

How to improve the procedure for the supply and distribution of pharmaceutical
products?

2
 2.2 Secondary questions

The main question will be broken down into secondary questions:

 Does the DPCI have efficient equipment for faster procurement?

 Does DPCI have experienced staff to ensure rapid processing of the various
files?

 Are the tasks well distributed within DPCI?

 Are the agents of the DPCI periodically trained on the customs clearance
procedure?

 Are DPCI agents paid for performing their tasks?

 Are the agents able to accomplish their tasks being understaffed?

II. GOAL OF THE STUDY

The objectives can be divided into general objective and specific objectives

1. Primary objective

The main objective of this study is to improve the procurement procedure and the
distribution of pharmaceutical products.

2. Specific objective

 Analyze the material resources used in the procurement process ;

3
  Analyze the level of experience of the staff for rapid processing of the
various files;

 Analyze the organization of tasks at the DPCI;

 Evaluate the level of continuous training received by agents

 Analyze the remuneration of agents in the performance of tasks

III. RESEARCH HYPOTHESES

 If material resources were reinforced, this would allow rapid processing of

client files;

 If the staff were experienced, it would allow for better performance;

 If the tasks were well distributed between the agents, this would allow the
DPCI to save time in the supply and distribution process.

 If agents received periodic in-service training, this improved their

performance;

 If the agents were motivated they would be effective and even efficient

IV. RESEARCH METHODOLOGY

1. Documentary research

4
Documentary research is an important step in understanding the objective of the
study. It aims to make an inventory of the productions written previously and
which are directly or indirectly related to the object of the study. In practical terms,
the works consulted can be grouped into three categories. These are works relating
to the problem writing methodology of the study in the field of knowledge of
international trade; works that have been consulted in the library of the AGITEL
FORMATION Engineering Schools Group. In addition, internship reports,
defended dissertations and the internet were also consulted.

2. Qualitative study

2.1 Observation

The observation would be presented as the exact observation of a fact using means
of investigation and studies appropriate to this observation. It consists of noting
from day to day, everything that happens before our eyes, how it happens,
everything that is said and everything that is done.

2.2 Maintenance

Our interview will also take into account the interviews carried out with the
various agents of the secretariat, the operators of the seizures of some regular
customers.

3. INTEREST OF THE STUDY

Improving this activity could be a considerable contribution to the DPCI by

offering it on the one hand a stable and sustainable activity and on the other hand
an opportunity to increase its customers in order to maximize its income, hence
interest in this topic.

5
In addition, this study will contribute to enriching our knowledge in the field of
maritime transit, and also will support our end-of-cycle dissertation.

On the other hand, this study will show the importance of teamwork; to understand
that we can do everything at the same time. You have to trust and give others the
chance to express themselves. Any agent who feels important in a company is
dedicated to work in order to produce good results.

6
 FIRST PART: FRAMEWORK OF THE STUDY

In this first part, we will present the institutional framework and the procedure for
improving the supply and distribution of pharmaceutical products.

7
CHAPTER I: THE ENVIRONMENT OF PHARMACEUTICAL AND HOSPITAL
PRODUCTS

In this chapter, we will introduce the different environments of pharmaceutical

products.

I. THE ENVIRONMENT OF PHARMACEUTICAL PRODUCTS

I. Pharmaceutical industries

The pharmaceutical industry is an economic sector that includes research,

manufacturing and marketing of pharmaceutical products for human or veterinary
medicine. It is one of the most profitable and important economic industries. This
activity is carried out by pharmaceutical laboratories and biotechnology
companies.

A pharmaceutical product is first of all a drug which is defined as being a

substance or composition presented having curative or preventive properties with
regard to human or animal diseases, as well as any substance or composition that
can be used in humans or in animals, with a view to establishing a medical
diagnosis or restoring, correcting or modifying their physiological functions by
exerting a pharmacological, immunological or metabolic action.

To be marketed in pharmacies, the drug must have obtained a marketing

authorization (MA), issued by the National Agency for the Safety of Medicines
and Health Products (ANSM) This agency has the power to grant MA valid in all
countries.
Ivory Coast has only one pharmaceutical laboratory. However, we are witnessing
the implementation strategies of some major international laboratories, on the other

8
hand, other laboratories prefer Ivorian Promotion Agencies to penetrate the
environment. These are laboratories such as:

 CIPHARM
 SANOFIS
 NOVARTIS
 ARROW LABS
 GK PHARMA
 OLEA
 GHPL
 PHARMIVOIRE

II. THE HOSPITAL ENVIRONMENT

Health in Côte d'Ivoire is based on a system whose configuration emanates from

African animist and Arab Muslim traditions on the one hand, as well as from
Western European medicine and, more recently, from Chinese medicine. This
system includes a specific hospital organization, various institutions responsible
for care or research, prevention and health education, but also for training
practitioners.

Despite its situation as an underdeveloped country, the Ivorian government

attaches great importance to health, which is a determining component of
sustainable development. To this end, the country makes considerable efforts every
year in terms of health infrastructure (rehabilitation, construction, equipment, etc.)

9
All these health centers participate in the governance plan via the care and
medicines they provide to the population. It is in this context that the DPCI
intervenes, one of whose missions is to ensure the availability of essential drugs
and strategic health inputs for public health establishments and other associated
establishments; And this ; throughout the national territory.

Distribution, being part of this chain, is one of the links where we notice much
more slowness. One of the objectives of logistics being to reduce the details, it will
be useful for the DPCI and for the population who will have quick access to the
drugs.

III. DISTRIBUTION ENVIRONMENT

1. Wholesalers

In Côte d'Ivoire, the pharmaceutical sector is made up of a central purchasing

body, the New Public Health Pharmacy (New PSP), 4 private wholesale
distributors, 850 private pharmacy operators, 542 pharmacy depots and 8 units of
drug production.

The private sector does not have a purchasing center established on Ivorian
territory. It thus includes as a first level the wholesale distributors, four in number:
LABOREX-CI (subsidiary of the UBIPHARM group), COPHARMED (of the
EURAPHARMA group), DPCI (CERP Bretagne Atlantique Group) and TEDIS
PHARMA. The latter are affiliated with purchasing centers and logistics platforms
located for the most part in France.

a. Pharmacies

10
Since the accession of Côte d'Ivoire to national and international sovereignty, the
Ivorian authorities have become aware of the strategic position of drugs in access
to health care; Law No. 60-27 of September 2, 1960, creating a National Order of
Pharmacists; and Law No. 62-249 of July 31, 1962 instituting a code of
pharmaceutical ethics testify to the will of the Ivorian State to organize the
pharmaceutical sector for better accessibility of populations to quality drugs.

SANITARY CYCLE

INDUSTRY
PHARMACEUT DISTRIBUTION
ICAL WHOLESALER
LABORATORY PHARMACIES

INFRASTRUCTUR
E
SANITARY
CHU
CHR
CSCOM
11
CHAPTER II: INSTITUTIONAL FRAMEWORK

In this chapter we will present the presentation of the DPCI and the procedure for
improving the supply and distribution of pharmaceutical products.

I. PRESENTATION OF DPCI
1. History and Objective of the DPCI

The company Distribution Pharmaceutique de Cote d’Ivoire (DPCI), formerly

GOMPCI, is the Subsidiary of the French Group GROUPE CERP BRETAGNE
ATLANIQUE located in France. It is a Unipersonal Limited Company whose head
office is located in Abidjan, Treichville, Zone 3C, 33-Rue des Carrossiers, and
with a share capital of 5,864,290,000 F CFA. It employs approximately 140 people
and is registered with the Trade and Personal Property Credit Register (RCCM)
under number CI-ABJ-256444, and its Taxpayer Account is 0822992R.

Let's now look at the company's strategy to grow its services, national presence,
revenue and market share while fulfilling its mission as a 21st Century Wholesaler.

The Central Agency of the DPCI is in charge of centralizing the needs of

commercial Agencies and importing pharmaceutical and parapharmaceutical
products in the form of transfers to these Agencies. Thus, these various Agencies

12
have the role of supplying medicines and health and dietary care products to
pharmacies and hospitals throughout the national territory.

13
2. Organization chart and operation of the DPCI

14
CHAPTER III: MANAGEMENT OF SUPPLIES AND DISTRIBUTIONS OF
PHARMACEUTICAL PRODUCTS
In this chapter, we will explain how the DPCI manages its main activity
(procurement).

I. PHARMACEUTICAL SUPPLY CHAIN MANAGEMENT

1. Ordering Procedure
The Purchasing Department orders pharmaceutical and parapharmaceutical
products (perfumery, cosmetics, etc.) from European and Local Laboratories.
These orders are placed by email every fortnight according to the minimum
threshold set by the DPCI for each product and according to the sales history in the
various DPCI Agencies.

It uses two transport routes :

 The Seaway: it concerns bulky products. The delivery time is approximately

forty-five (45) days.

 The Airway: the most used way, is an emergency voice because of its
speed. It concerns low-volume and heat-sensitive products.

The Manufacturer delivers its ordered products to the MEX freight forwarder in
France: HESNAULT, the legal Shipper of the Firm, then the drugs are sent to Côte
d'Ivoire.

15
 2. The Purchasing Circuit
The DPCI is a company that uses the strategy of Standardization adapted to
conquer the Ivorian market. 90% of the products are imported and the remaining
10% are local thanks to the various proposals that the Purchasing Manager sends to
the Parent Company.

II. IMPORT OF PHARMACEUTICAL PRODUCTS

1. PRESENTATION OF THE TRANSIT SECTOR IN CÔTE D’IVOIRE
1.1. History

Transport in Côte d'Ivoire is an area where the country has distinguished itself.
Transport infrastructure is much more developed than in other West African
countries, despite a crisis that has prevented its regular maintenance or
development. Since its accession to independence, Côte d'Ivoire has focused on the
development and modernization of transport, both in terms of the movement of
people and the transit of goods. Significant infrastructure is therefore built in the
sectors of road transport, rail transport, maritime transport and air transport.

1.2. Features

It is done on three levels which are: Road transport, Maritime transport and Air
transport.

1.3. Stock Tracking

The Stock Manager carries out the machine setting on the MINOS software of all
the products received. Inventories are taken daily to control the movement of
products. These make it possible to check the actual quantities against the
theoretical quantities found in the machine. The warehouse manager carries out a

16
second check if there is no conformity between the physical quantities and those in
the machine.

III. LOCAL DISTRIBUTION

1. Order Entry
To meet the demands of its customers (pharmacy dispensaries, certain NGOs, and
clinics authorized by the Order of Pharmacists), the DPCI has created a Data Entry
Service. This Service is the heart of the company because it uses three elements of
the Marketing Mix which are the Product, the Price and the Communication. It
emphasizes external communication in the service of customer satisfaction, i.e. it
allows the company to make itself known, to build a strong identity, to differentiate
itself from the competition and above all to satisfy the desires of consumers. This
task is carried out by the data entry operators.

2. Order processing
Once the order has been validated, it is sent to the store in the form of a Delivery
Note.

PARTIAL CONCLUSION

At the end of our first part, we first presented the institutional framework, the
transit sector in Côte d'Ivoire, then the presentation of the DPCI, its operation and

17
the procedure for the supply and distribution of pharmaceutical products to the
CIPD

PART TWO: ANALYSIS AND STRATEGY

In this second part we will carry out an internal and external diagnosis and then we
will identify the strategy for improving the supply and distribution of
pharmaceutical products within the DPCI.

18
 CHAPTER I: DIAGNOSIS

In this chapter we will carry out an internal and external diagnosis of the procedure
for improving the supply and distribution of pharmaceutical products within the
DPCI.

I. INTERNAL ANALYSIS

The profitability of a distribution company depends, to a large extent, on the

strategy adopted for the management of supplies because it makes it possible to
avoid the risk of shortages.

Procurement practices plan and control drug flows from the time orders are placed.

Despite all its strengths, we see some weaknesses within the company.

Table 1: Summary of strengths and weaknesses

STRENGTHS WEAKNESSES

- Good client portfolio - Aging and inefficient equipment

-Inexperienced staff
-Customer loyalty
-Poor division of labor
-Partners with import companies
- Understaffed
-Mastery of computers -Poor pay of staff
-Staff not trained on customs clearance
- Qualified staff
procedure

19
Source: Data from the 2020 study

20
 II. EXTERNAL DIAGNOSIS

The DPCI company is faced with certain situations that could be an opportunity for
growth at different levels of its activity.

Improving conditions in the sector facilitates the circulation of goods and services,
improves access to work and living and working conditions, which can bring new
customers and new markets to the company.

Table 2: Summary of threats and opportunities

OPPORTUNITIES THREAT

- Development of the transit sector - Counterfeit medicines

- Technological evolution  Competitive environment

Source: Data from the 2020 study

21
 III. COMPETITIVE ANALYSIS
1. Customers 
The balance of power between the DPCI and the suppliers according to the period
(Dengue fever, Malaria, CMU campaigns, etc.), the line (the sea route) and the
products (standard or special containers).

2. Competitive intensity 
The DPCI fears the three (3) wholesalers which are COPHARMED, UBIPHARM
AND TEDIS PHARMA, hence the fierce competition. Every company must use
marketing and sales strategies to attract and retain as many customers as possible
to ensure delivery to all hospitals, clinics and pharmacies.

3. The threat of new entrants

The Ivorian transit sector is deregulated. The State puts in place measures to
encourage investment and all the necessary means to develop the transit activity.

Several projects are underway to improve or increase port capacity and the country
has enormous economic potential. This could attract other shipowners and
therefore other private structures to the market and pose a threat to the DPCI.

22
CHAPTER II: OBJECTIVES AND STRATEGIES
In this second chapter we will first present the objectives, the strategies that DPCI
could use to improve the supply and distribution procedure and then the
implementation of its strategies.

1. OBJECTIVES
1.1. Generality

There are basic principles for constructing motivating and involving indicators:
clarity of the thresholds to be reached, objectivity of the measurement, etc.

For greater ease, certain mnemonic methods underline the essential points that
should not be forgotten. This is the case of the method in question: an objective
must be SMART!

That's to say :

 Specific and simple

 Measurable

 Ambitious and Accepted

 Realistic

 Time bound

2. Study objectives

Improve material resources for better speed in the customs clearance process;

• Improve the level of experience of the staff for rapid processing of the various
files;
23
• Optimize the organization of the DPCI for a better distribution of tasks.

• Improve the level of continuous training by agents

• Improve the motivation of agents in the accomplishment of tasks

If the objectives are achieved, DPCI should reduce the customs clearance time for
medicines from 36 to 8 days and consequently improve its quality of service.

3. LES STRATEGIES

Strategy is defined as a set of coordinated actions, skilful operations, maneuvers to

achieve a specific goal.

CHAPTER III: IMPLEMENTATION OF STRATEGIES

24
To define realistic objectives, it is necessary to start by prioritizing the requests
according to their reason. Software like MINOS allows the manager to create
processing priority rules by reason or family of reasons for requests

I. Exécution des stratégies

1. Management implementation
 Motivation of employees by granting them additional bonuses in order to
encourage enthusiasm for their work and thus improve the performance of the
various teams;

 Listening to their employees;

 Respect the code of labor law concerning the employment of trainees after a
certain period;

 Redial merit ;

2. The distribution
Indeed, with regard to the distribution table, it is a question of establishing for a
team all the tasks to be mastered for each workstation, the list of tasks which must
be carried out in a normal situation of activity so as to :

 Identify areas of overlap,

 Organize versatility within the team,

 Organize duplicates or replacements,

 Facilitate the organization of absences

Therefore, it is necessary to perform :

3. Organization of training sessions

25
Internal training is a training action organized within the company itself, for its
employees, with trainers who are themselves company employees. It therefore
mobilizes the skills of expert employees, the technical means of the company, to
transmit know-how or knowledge to a group of employees who are more novices
on the subject. “Everything happens in the family” one could say.

4. Staff motivation
It consists of re-motivating staff in order to develop their team spirit; to bring out
their competence and obtain a good financial result.

Indeed, if DPCI wishes to remain viable, managers must motivate employees.

However, here are some motivational factors at work:

Remuneration: This is a classic lever and an indisputable motivating factor.

However, it must truly have a lasting impact on employee motivation.

The culture and the business project: This is really one of the elements that will
allow the employee to invest and especially to last in the company. Being
interested in the different projects allows you to give your all!

Working conditions: For example, enjoying a certain autonomy in everyday life is

a source of motivation for the employee. As well as being able to work in beautiful
premises or even have flexible hours.

 Expenditure budget table

To reduce the customs clearance time, DPCI will opt for a final budget of
20,000,000 FCFA which will be distributed by strategy.
26
Table 3: Cost of implementation

EXPENSES QUANTITY UNIT PRICE TOTAL PRICE

• TRAINING

(Study and training 10 80.000 800.000

session)

• ELABORATION

of the distribution 2 250.000 500.000

table

• MOTIVATION

Games and 2 300.000 600.000

contests

TOTAL 1 - - 1.900.000 FCFA

Source: Data from the 2020 study

27
Table 4: Investments

EXPENSES QUANTITY UNIT PRICE TOTAL PRICE

• PURCHASES

Computers 7 250.000 1.750.000

Printer 7 150.000 1.050.000

Car 1 10.000.000 10.000.000

Furniture (desk, 4 150.000 600.000

armchair)

GRAND TOTAL - - 4.400.000 FCFA

Source: Data from the 2020 study

PARTIAL CONCLUSION
At the end of our second part, we first made an internal and external analysis of
DPCI, then talked about the strategies that DPCI could put in place to reduce the
customs clearance time for medicines and finally their implementation.

28
GENERAL CONCLUSION

At the end of our study we can remember that it not only allowed us to relate the
theoretical knowledge acquired in class and the reality of the customs clearance
procedure in practice in the company (within DPCI), which now allows us to
understand that a company owes its dynamism only to the trust acquired from its
customers, and customer satisfaction.

But also, to know DPCI, its various services, its operation and the customs
clearance procedure for medicines in Côte d'Ivoire. Then, through our various
studies, we were able to highlight the strengths of DPCI, as well as its weaknesses,
the opportunities it could seize and the threats that could hinder it. And finally to
state the strategies (such as the managerial and logistical strategy) that DPCI could
put in place to reduce the customs clearance time for medicines and their
implementation. Which allows us to say that DPCI has the necessary tools that can
contribute to reducing the customs clearance time for medicines within it.

Therefore the intervention of the freight forwarder is essential to allow economic

operators as well as the individual importing to have their medicines.

It should also be noted that for the sake of maximizing turnover, any company
must be competitive. The best remedy is to reduce the customs clearance time for
forwarding companies. This would allow the customer to dispose of their goods as
soon as possible in order to avoid dissatisfaction.

29
BIBLIOGRAPHY
 GENERAL WORKS

 Kotler, Keller, Manceau, Marketing Management, Paris ; Edition nouveau

horizon, 2015, 800p,

 Catherine Viot, Entreprise et économie/ Marketing/ Recherche ; Edition EMS

 MarcValax et Hanane Beddi, Entreprise et Management ; Edition EMS

 BAMBA (Bakary), la chaîne des opérations maritimes, portuaires et de

dédouanement import pour une meilleure utilisation du BSC, Mai 2012.

 SPECIALIZED WORKS

 DJEDJESS (Esmel) Hilaire, Precis de logistique et Supply Chain, édition 2015-

2016.

 DJEDJESS (Esmel) Hilaire, Pratique du commerce international, édition 2016.

 SAMII (Alexandre k.), Stratégies Logistiques, Fondements-Méthodes-

Applications, 2ème édition, DUNOD, Paris 2011

 MEMOIRS

 SEKA YAPI FONTUS, CONTRIBUTION A LA REDUCTION, Mémoire de

fin d’étude d’ingénieur en Management des Opérations logistiques, 2008-2009

 BOGOU Sacre Aude, Strategie dans le milieu des commissionnaires de

transport : Cas de la societe Nord Sud C.T.I transport 2018-2019

30
WEBOGRAPHY
 www.maisonmedicale.org : l’article n°55(01/2011)

 businessinfo.ci(23/01/2019)

 www.cnrtl.fr (10/10/2019)

 www.wikipedia.com (15/010/2019)

 www.paa.ci: les statistiques portuaires (17/10/2019)

 www.douanes.ci: dédouanement (25/03/2019)

 www.commerce.gouv.ci: commerce extérieur (16/10/2019)

 www.webbfontaine.ci (20/10/2019)

 www.google.ci: la stratégie de l’OMC sur les tarifs douaniers (22/11/2019)

 WWW.NPSP.CI (03/09/2019)

 www.pndap-ci.org (23.09.16)

31
 TABLE OF CONTENTS

SUMMARY..........................................................................................................I

ACKNOWLEDGEMENTS................................................................................III

PREFACE...........................................................................................................IV

LIST OF TABLES.............................................................................................VI

GENERAL INTRODUCTION.............................................................................1

I. PROBLEM...............................................................................................2

1. CONSTAT............................................................................................2

2. QUESTIONS DE RECHERCHE.........................................................2

2.1 Question principale.........................................................................3

2.2 Questions secondaires.....................................................................3

II. OBJECTIF DE L’ETUDE.......................................................................3

1. Objectif principal..................................................................................3

2. Objectifs spécifiques.............................................................................4

III. HYPOTHESES DE RECHERCHE......................................................4

IV. METHODOLOGIE DE RECHERCHE...............................................5

1. La recherche documentaire...................................................................5

2. Étude qualitative...................................................................................5

2.1 Observation.....................................................................................5

2.2 Entretien..........................................................................................5

3. Intérêt De L’étude……………………………………………………...6

32
PREMIERE PARTIE : CADRE DE L’ETUDE………………………..…………7
CHAPITRE I : L’ENVIRONNEMENT DES PRODUITS PHARMACEUTIQUES ET
HOSPITALIERS…………………………………………………………………. ….8

I. Les industries pharmaceutiques…………………………………………………8

1.1le produit pharmaceutique……………………………………………………..8

1.2 Les Laboratoires Pharmaceutiques…………………………………………….9

II.L’ENVIRONNEMENT HOSPITALIERS …………………………………….10

1. Le Système Sanitaire Ivoirien…………………………………………………10
I.2 Les Infrastructures Sanitaires………………………………………………11

III.ENVIRONNEMENT DE LA DISTRIBUTION……………………………....12

1. Les Grossistes………………………………………………………………12

1.2. Les Pharmacies…………………………………………………..………12

CHAPITRE II : CADRE INSTITUTIONNEL…………………………………...15

I. Présentation de la DPCI………………………………………………….15

1. Historique et Objectif de la DPCI……………………………………....15

1.1 Historique…………………………………………………………….15

1.2 Objectifs………………………………………………………………16

1.2.1 Mission……………………………………………………………16

1.2.2 Activités…………………………………………………………..16

2. Organigramme et fonctionnement de la DPCI…………………………17

2.1. Organigramme……………………………………………………….17

33
 2.2 Fonctionnement de la DPCI……………………………………………18
2.2.1 Le Service Informatique….................................................................18
2.2.2 Le Service Comptabilité…………………………………………....18
2.2.3 Le Service Achat.......................................................................…...19
2.2.4 Le Service Transit………………………………………………….19
2.2.5 Le Service Réception………………………………………………..19
2.2.6 Le Service Exploitation……………………………………………..19
2.2.7 Le Service Expédition................................................................…...20

CHAPITRE III : GESTION DES APPROVISIONNEMENTS ET DES

DISTRIBUTIONS DES PRODUITS
PHARMACEUTIQUES……………………………………………………….…21
I. Gestion De La Chaine D’approvisionnements Des Produits Pharmaceutiques...21

1. Procédure de Passation de Commande……………………………………...21

2. Le Circuit Des Achats ……………………………………………………...22

3. Le Référencement des Produits…………………………………………....23

II. L’importation Des Produits Pharmaceutiques…………………………….24

1. Présentation Du Secteur Du Transit En Côte D’ivoire .........................…...24

1.1. Historique…………………………………………………………24
1.2.Caractéristiques..........................................................…………….…24

1.2.1 Transport routier……………………………………………………..24

1 2.2 Transport maritime………………………………………………...….25

1.2.3 Transport aérien …………………………………………………….25

1.2.4 L’auxiliaire au service de la marchandise…………………………..26

34
 1.2.5 A L’exportation……………………………………………………...27

1.2.6 A L’importation …………………………………………………….28

I.2.7 Le commissaire de transport ……………………………………….29

2. Processus d’Acheminement des Médicaments........................................…...31

2.1 Suivi de la Commande………………………………………………….31
2.2 Vérification des Commandes……………………………………..……33
2.2.1 Assurance.....................................................................................….33
2.2.2 Le Rapport Final de Classification……………………………….34 
2.2.3 Le Bordereau de Suivi des Cargaisons …………………………..34
2.2.4 Préparation du Bon à Enlever (BAE)…………………………….35
2.2.5 La Livraison des Commandes…………………………………...35

3. Gestion des Stocks des Produits Pharmaceutiques………………………35

3.1. La Réception de la Marchandise……………………………………..35
3.2 Le Contrôle des Marchandises………………………………… ……36
3.3 Le Rangement des produits dans les différents RSP et Magasins …...37
3.4 Le Suivi de Stock…………………………………….………………38
III. DISTRIBUTION LOCALE………………………………………………..39

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1. La Saisie des Commandes…………………………………………………..…39

2. Traitement des Commandes………………………………..………………….40

2.1. Le lancement………………………………………………………………40
2.2 La Collecte…...……………………………………………………………41
2.3 La structure des prix……….………………………………………………41
2.4Le Contrôle………………………………………..……………………….42
2.5L’Emballage…….………………………………………………………….42
2.6. La Livraison ……………..……………………………………………….42
CONCLUSION PARTIELLE……………………………………………………44
DEUXIEME PARTIE : ANALYSE ET STRATEGIE……………………….
...............................................................................................................……….45

CHAPITRE I : DIAGNOSTIC........................................................................46

I. Analyse Interne......................................................................................46

1. Forces..................................................................................................46

1.1 Le portefeuille client.....................................................................47

1.2 La fidélité de ses clients................................................................47

1.3 La maitrise de l’outil informatique...............................................47

1.4 Les partenariats noués avec les entreprises..................................47

1.5 Les séances de formations des employés …………………………...47

2. Faiblesses………………………………………………………......48

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 2.2 Une insuffisance au niveau de l’effectif du personnel…………….48
2.3Aucune stratégie de motivation des employés ……………….…….48
II.DIAGNOSTIC EXTERNE………………………………………….……50
1. Opportunités.......................................................................................50

1.1 Le développement du secteur.......................................................50

1.2 L’évolution technologique............................................................50

1.3 Le retour de la stabilité politique et la relance économique.........50

1.4 L’amélioration du réseau routier..................................................51

2. Menaces..............................................................................................51

2.1La concurrence du marché…………………………………………….51

III. ANALYSE CONCURRENTIELLE...................................................53

1. Les clients...........................................................................................53

2. L’intensité concurrentielle..................................................................53

3. Les fournisseurs..................................................................................53

4. La menace de nouveaux entrants........................................................54

CHAPITRE II : OBJECTIFS ET STRATEGIES............................................55

1. Objectifs..............................................................................................55

1.1 Généralités....................................................................................55

1.2 Objectifs de l’étude.......................................................................56

2. Les stratégies…………………………………………………………..57

2.1Définition..........................................................................................….....57
2.2 Les différents types de stratégies………..……………………….57
2.2.1La stratégie managériale …………………………………………...57
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 2.2.2 La stratégie logistique ………………………………….………57
CHAPITRE III : LA MISE EN ŒUVRE DES STRATEGIES......................58

I. Exécution................................................................................................58

1. mise en œuvre sur le plan managériale...............................................58

2. La répartition…………………………………………………………58

3. Organisation des séances de formations.............................................61

4. Motivation du personnel………………………………………………..61
5. La stratégie logistique ………………………………………………….62

II. Tableau de budget des dépenses............................................................64

CONCLUSION PARTIELLE............................................................................66

CONCLUSION GENERALE............................................................................67

BIBLIOGRAPHIE..............................................................................................68

WEBOGRAPHIE...............................................................................................70

ANNEXES..........................................................................................................72

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