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Community Chain (Corporate)

Community Chain (Corporate)

Pharmacists in corporate roles help shape the strategy, operations, and clinical direction of large chain pharmacy organizations. They may work in areas such as operations management, regulatory affairs, clinical program development, payer relations, human resources, or marketing—often using their practice experience to guide business decisions. These positions offer opportunities to influence pharmacy practice on a broad scale, develop leadership skills, and expand patient access to innovative services.

Table of Contents

  • Background
  • Characteristics
  • Insider’s Perspective
  • Most Appealing Aspects
  • Least Appealing Aspects
  • Advice
  • Critical Factors Ratings
  • Critical Factors
  • References / Resources
  • Professional Organizations

Background

Corporate management is a broad term used to describe management positions for pharmacists who work in a corporate environment. This role can be found in all areas of pharmacy practice including, but not limited to, chain community pharmacy organizations, health systems, wholesale organizations, pharmacy benefit managers, and the pharmaceutical industry. The responsibilities vary depending on the type of corporation and the level of management status achieved. Corporate management positions are found in functional areas, such as store or site operations supervision, regulatory affairs, clinical support, human resources, information technology, merchandising, and marketing.

In chain community pharmacy, the breadth of duties on the corporate side is defined by the size and requirements of the pharmacy or organization. In larger chains, especially those that are corporately owned or franchised, there are several more levels of corporate management that extend from district managers to pharmacy operation executives, with the scope of responsibilities expanding accordingly. Pharmacists are critical in upper management of corporate chains because they provide real-world practice knowledge and experience when making crucial pharmacy business decisions. In addition, not all corporate managers are in the corporate office as some are based in regional areas for the chain.

As the provision of pharmacists’ patient care services within the community setting continues to expand, there are new positions emerging in the corporate side of chain community pharmacy that are focused on the management and training of pharmacists delivering these services. The role of these pharmacists—whose titles may include “clinical coordinators”—varies in different chains but can include training staff pharmacists to provide new clinical services, seeking out contracts with local health care payers such as employers, public health entities, and collaborating with other health care providers.

Characteristics

A total of 34 corporate management pharmacists responded to the 2024–2025 APhA Career Pathways Program Survey. Forty-five percent reported having a PharmD degree. Twenty-eight percent had been through a residency and or fellowship. In addition, 20.6% have earned an MBA. The salary for corporate pharmacist ranges from $157,000 to $173,500 (base salary). Of course, salary is impacted by the location that the manager must live in as well. The upper end can exceed $250,000 annually including bonus and other rewards.

Respondents average age was 49 years old, which is slightly older than store-based community chain pharmacists, which is 46 years old. The average time worked per week was 46 hours. Thirty-three percent indicate that they travel for work with an additional 48% indicating that they can work nights and weekends.

Respondents indicated several skills that they felt were most important. Communication led the list with 17.6%. Empathy/people skills were listed second from 11.8% of the respondents. Additional skills listed included leadership, problem solving, business knowledge, and metrics. One respondent from Ohio summed this up when they stated that they felt that “People skills, empathy, understanding of business metrics, and being intrinsically motivated” were important skills to have.

Insider’s Perspective

Respondents listed the following critical factors as those being the most important to them. Please note that a factor can rank high based on wanting the factor or wanting to avoid the factor. As an example, some may rank repetitive activities as a top factor as this is something that they look to avoid in their practice. The factors listed below are based on the number of respondents that indicated these would be the top five factors they would like to have in a role. Note that there are 25 total critical factors to select from.

Top 5 - First tier

  • Community impact (14.7%)
  • Leadership and professional development (11.8%)
  • Autonomy (11.8%)
  • Collaborating with health professionals (8.8%)
  • Leisure and family time (8.8%)

In addition to the top five factors, the second tier of critical factors are listed below. Note that two of the factors leadership and professional development and collaborating with health professionals are listed in both areas. This can be interpreted to mean that for some these factors they are in their top five list while for others they are a close second. Note that the top three factors and the bottom two factors have the same percentages.

Top 5 - Second tier

  • Problem solving (11.8%)
  • Innovative thinking (11.8%)
  • Collaborating with health professionals (11.8%)
  • Leadership and professional development (8.8%)
  • Ongoing coworker/client relationships (8.8%)

There are numerous rewards in the roles that corporate pharmacists as well as challenges that at times can become frustrating. One respondent from Illinois stated that it is rewarding, “Working to support the advancement of pharmacy practice that our pharmacists are looking forward to providing.” Another respondent from Pennsylvania looked at both sides when they added, “Seeing improvement in care for an entire community. But challenging to change individuals.”

This statement from Texas sums of the feeling that many respondents listed when they added that “Everything is challenging.”

Several respondents listed the importance of communication as a key skill that is needed. Leveraging appropriate and effective communication is critical for corporate managers to help other leadership fully understand the goals and objectives of a project.

Respondents were also asked to list a highlight of their career. There are numerous highlights of which several are listed below.

  • “Professional recognition for my contributions.”
  • “Learning how small the world of pharmacy truly is–making connections and getting to work with and learn from many different people.”
  • “Having the trust of my staff and my superiors so that I can have lots of autonomy in my position with little to no micromanagement.”
  • “I've received the Distinguished Young Pharmacist and National Individual Practitioner awards.”

Most Appealing Aspects

What aspects of the role are most appealing?

The response to this question becomes interesting based on what aspects are appealing to some pharmacists and not others. A respondent from Georgia indicated that the most appealing aspect for them is “Building relationships with my team, developing others, flexibility in my role and work hours as needed to support work-life balance.” Another from Illinois added, “The ability to develop clinical services-expanding the role of the pharmacist.”

One respondent from Missouri was very direct in their response that the most appealing aspect is “Helping others succeed.”

Least Appealing Aspects

What aspects of the role are least appealing?

As is noted below, there are several factors that can impact one’s role and become concerns for individuals. A respondent from Arizona noted the human resources concerns on how to “managing low performers.” Another respondent from Delaware listed “Corporate responsibilities and management concerns.”

A respondent from California added their concerns regarding “Budgets, insurance companies, reimbursements keep decreasing while costs continue to rise, over regulation from different agencies.”

Advice

What advice should student pharmacists and practitioners consider when selecting a position in the corporate side of chain community pharmacy?

Many of the respondents recommended that pharmacists have prior practice experience if contemplating a career in chain corporate management roles. Being able to adapt one’s communication skills based on the audience was cited as being critical for those in this profile.

Below is a partial list of comments provided by the respondents.

  • “Listen to people and learn how to explain so they can understand. HAVE PATIENCE.”
  • “Leadership development, association involvement, problem resolution, make it happen attitude, influencing others, and teamwork.”
  • “Be involved legislatively, as well as understand the business aspects of running a pharmacy.”
  • “Take the time to find your path. Try various roles until you find the role where you do not have to ‘work’. Put in the effort and time as it is worth it. You are worth it. This world needs us all to work together to make a difference.”
  • “Stay true to yourself and remember WHY you wanted to get into pharmacy. You can have an impact on people every single day; treat them all as you would want your family treated, and you will be successful.”

Critical Factors Ratings

Opportunities for Advancement
[To what degree does your work allow for advancement?]

Chain pharmacists that are in a corporate role indicated that there are opportunities to advance with a factor rating of 6.75. The main concern is based on the size of the operation. Larger national chains have more available positions.

One respondent from California stated, “Positions in management in the area I work in are plentiful—nobody wants the headache.” Another from Texas added, “I advanced quickly, but the corporate team is relatively small so there are limited opportunities now.”

A respondent from Virginia had a different perspective when they said, “Unfortunately, the organization does not take risks and moves too slow, management tends to promote from within.”

6.75
0 1 2 3 4 5 6 7 8 9 10
0 = Little advancement opportunities 10 = Great opportunities for advancement

Leadership Development / Professional Involvement
[To what extent does your work allow for the development of leadership skills and professional involvement in the pharmacy profession?]

This factor varies by company in how they provide leadership development and how much professional involvement is supported. With a rating of 7.41, respondents lean toward the idea that opportunities are available.

A respondent from Virginia stated, “My company has SO many opportunities for leadership and professional development internally and externally. Continuing education, tuition reimbursement programs, leadership classes and programs, and sponsorship of external talent development programs as well.” Another pharmacist from Texas supported this thought by adding, “Company is supportive of involvement in professional organizations.”

An additional respondent from Pennsylvania indicated that their, “Leadership role (is) involved with budgeting, strategic planning, and education around pharmacy topics.”

7.41
0 1 2 3 4 5 6 7 8 9 10
0 = Little development of leadership skills and professional involvement 10 = Great opportunities for leadership development and professional involvement

Community Impact
[How much impact is your work in terms of serving the community?]

Community impact is rated as an 8.00, a high-range response, which is the highest rating of any factor in this profile.

One respondent from California has had a very positive experience in serving the community, saying, “Business and (my professional) background has helped getting involved at the highest levels within the community. On governing board of a hospital system, leading a school task force to increase medical residency training, leading national and state government affairs committees.” Another respondent from Virginia added, “Community impact is directly related to vision and programs to address community needs.”

8.0
0 1 2 3 4 5 6 7 8 9 10
0 = Little impact 10 = High level of impact

Autonomy
[To what extent does your work allow for autonomy in decision making?]

At a rating of 7.52, autonomy is the second highest rated factor for this profile.

Respondents indicated that they have some autonomy within their organization. One respondent from Pennsylvania said, “We run fairly independently, but do remain financial accountable to the organization that we are a part of.” Another from California added, “Levels of hierarchy still in play in the system but can submit decisions that do move forward.”

7.52
0 1 2 3 4 5 6 7 8 9 10
0 = Very little low autonomy 10 = High level of autonomy

Focus
[To what extent does your work allow you to be focused on the future versus a focus only on immediate tasks?]

Respondents were mid-range with a 6.31 which has a slight lean toward tasks focused on the future. One pharmacist from Maine indicated, “We are constantly preparing for the future to expand our services to those in need.” Another from Pennsylvania added, “My work is more and more becoming future focused as my role expands from a doer to a leader.” Another from California had a slightly different perspective when they added, “Most days are so busy that we don't have time to develop or even think about the future.”

6.31
0 1 2 3 4 5 6 7 8 9 10
0 = Immediate tasks only 10 = Tasks focused on the future

Prestige
[To what extent does your work provide professional prestige?]

Prestige is defined differently by each of us. With a mid-range rating of 6.08, the group indicated that they have an average amount of professional prestige.

One respondent from Georgia provided a lengthily response and stated, “Community pharmacy sometimes gets a bad reputation from pharmacy schools and other associations, but we are a key part of our profession, not only by volume but, by our impact on patient health and outcomes as well. We are impacting the growth of our profession by expanding the services we offer in our community and through direct patient care. Every day, (community) pharmacists are functioning at the top of our license in so many ways.”

6.08
0 1 2 3 4 5 6 7 8 9 10
0 = Provides low prestige 10 = Provides high prestige

Creating Value / Positive Outcomes
[To what extent does your work allow for personal fulfillment through the creation of value and positive outcomes?]

Respondents were mid-range with a 6.71 rating for this factor.

A respondent from Pennsylvania stated that they “Love to see the work that the clinical pharmacy team is doing and how it is improving patients lives.” A different respondent from Pennsylvania added, “My role allows me to apply all I've learned and grow via projects and interactions with many other departments in the system.”

6.71
0 1 2 3 4 5 6 7 8 9 10
0 = Little extent 10 = High extent

Patient Relationships
[To what degree do you have ongoing or long-term relationships with patients?]

It is interesting that some in these corporate roles do have some relationships with patients with a 4.96 mid-range response. This seems to indicate that some of the roles are involved in piloting newer programs with patients. One respondent from Maine highlighted this, saying, “We are successful not only because we put patients first but because we put people first.” Another from Pennsylvania added, “I do not have direct patient care responsibilities any longer but oversee those that do.”

4.96
0 1 2 3 4 5 6 7 8 9 10
0 = No ongoing/ long-term relationships 10 = All are long-term relationships

Co-worker / Client Relationships
[To what degree do you have ongoing or long-term relationships with co-workers or clients?]

Respondents indicated that they have a longer-term relationship with coworkers and clients as they rated this factor a 7.38.

A respondent from California stated that they “Are no longer involved in direct pt care, but instead through patient stories or scenarios brought up by co-workers. Many collaborative projects with co-workers.” A different respondent from California added, “Maintaining a positive work environment focused on our community helps develop and maintain positive relationships.”

7.38
0 1 2 3 4 5 6 7 8 9 10
0 = No ongoing/ long-term relationships 10 = All are long-term relationships

Writing / Conducting Research
[How often do you engage in writing and/or conducting research?]

Respondents rated this factor as the lowest for the profile at 2.33. Many indicated that they do not spend much of their time writing or conducting research.

The most direct comment came from a respondent in California when they stated, “(I have) No time for this.”

2.33
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Generating New Ideas
[To what degree does your work involve generating new ideas?]

Respondents are mid-range regarding using innovative thinking with a rating of 5.42.

A respondent from Kansas stated, “Many new ideas are decided and presented through corporate level meetings.” Another from Pennsylvania added, “Routinely looking for a better way. Lean daily management is part of routine, thus always looking for opportunities to improve and find a better way.”

On the other side of this, a respondent from California indicated that, “Most days we are just trying to keep up with day-to-day tasks.”

5.42
0 1 2 3 4 5 6 7 8 9 10
0 = Little innovative thinking 10 = High degree of innovative thinking

Supervision / Management
[To what extent do you spend your time organizing, managing, or supervising others and/or business operations?]

Most respondents indicated that they have some supervision/management activities with a mid-range rating of 6.92.

One respondent from Pennsylvania stated, “I oversee five direct reports and approximately 50–75 indirect reports at any given time; managing a full calendar of meetings and project completion deadlines requires organization; role is operational leadership so always have an element included.” Another from California added that, “Having staff that are able to work independently with just having to coach or answer questions nobody else wants to answer helps to make managing a team much easier.”

6.92
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Patient Interaction
[How much time do you spend interacting with patients?]

Respondents rated this factor in the low mid-rage at 4.13. Some do have patient interaction based on projects that they oversee or are developing.

A respondent from California indicated that “Nearly all interactions with patients are through telephone conversations.” Another from Maine added a different perspective when they stated, “A lot of what I do is building and implementing clinical programs to serve our patient populations and empowerment of our team to provide those clinical services.”

4.13
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Public Interaction
[How much time do you spend interacting with the public?]

Public interaction is slightly higher that patient interaction with a 5.21 mid-range rating.

One respondent from Kansas stated, “I enjoy being able to interact with the public.” Another from Pennsylvania added, “Occasional public interactions at health center events.”

5.21
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Collaboration
[How often do you work or collaborate with other health professionals or educate other professionals in your work?]

Respondents tend to collaborate with others based on the facto rating of 6.25.

A respondent from Maine looked at this factor in a more global sense when they stated, “We can only succeed when we work together as a team for the same patient care goals.” Another from Pennsylvania added that they “Work closely with other medical leadership roles (physicians, nurses).”

6.25
0 1 2 3 4 5 6 7 8 9 10
0 = None of my time 10 = All my time

Family / Leisure Time
[How much free time do you have for leisure and family activities in your work?]

Respondents were mid-range with a rating of 5.42 relative to having time for family/leisure activities.

A respondent from Virginia put it bluntly when they stated that it is “Critical to have balance.” Another respondent from California added, “Maintaining a positive work life balance is a priority to having a great working relationship with staff and to ensure longevity of quality personnel.”

One respondent from Pennsylvania was very direct in taking the time when they indicated that “One of the keys is work life balance and knowing that tasks will wait until the next day so that family time can be fit in. Most of the time, I feel I have committed to ensuring this balance.”

5.42
0 1 2 3 4 5 6 7 8 9 10
0 = Little free time 10 = Plenty of time for family and leisure activities

Impact on Well-being
[To what degree do you impact the well-being of individuals?]

This factor has a rating of 7.29, which is mid-range. The issue here is how one defines well-being and how one can impact others well-being.

A respondent from California indicated the importance of this area as they stated, “As a manager I want to see positive impact with staff to ensure needs are being taken care of before they negatively impact the workspace.” Another from Pennsylvania added that they “Try to make sure my staff has appropriate work/life balance.”

7.29
0 1 2 3 4 5 6 7 8 9 10
0 = Low degree 10 = High degree

Problem Solving
[To what degree do you solve problems with tried-and-true alternatives versus untested alternatives in your work?]

Respondents leaned toward leveraging tried-and-true solutions when looking at problem solving as they rated this factor at 4.83.

A respondent from California looked at both sides of the factor when they indicated, “Old fashioned listening goes a long way to understanding problems and often the solution presents itself. Sometimes it is necessary to think outside the box and develop solutions that are unique to an individual or a situation to produce that positive outcome.”

Another respondent from Pennsylvania summed this up when they stated, “Much of the work that we do is new–now that pharmacists are billable providers in Pennsylvania, we are looking to expand their scope of work in the health center.”

4.83
0 1 2 3 4 5 6 7 8 9 10
0 = Tried and true 10 = Untested alternatives

Expertise
[How general or specialized is the expertise required in your work?]

Most respondents indicated that they are mid-range with a rating of 5.21. This indicated that some use general expertise, which others may specialize in.

A respondent from California who works at the corporate side for a home care group stated, “Home care combines traditional inpatient as well as community pharmacy. Having great communication skills is important as well as all our interactions with patients and caregivers are through telephone conversations.”

5.21
0 1 2 3 4 5 6 7 8 9 10
0 = Generalized 10 = Specialized

Repetition
[To what degree is your work composed of activities and tasks that are highly repetitive versus highly variable?]

As noted in other profiles, repetition is seen in all areas of pharmacy—it is more of how you interpret the activities themselves. Respondents were again mid-range with a 5.33 rating.

One respondent from New Jersey stated, “New tasks/priorities come up almost every week—need to be able to juggle the routine with the new.” Another from California added that the corporate goal is to “treat each patient individually and develop care plans that adapt to each situation.”

5.33
0 1 2 3 4 5 6 7 8 9 10
0 = Highly repetitive 10 = Highly variable

Applying Scientific Knowledge
[How much of your time is spent applying scientific knowledge in your work?]

Applying scientific knowledge was the second lowest rated factor at 3.83. This makes sense if you look at the responsibilities of those who respond to this question. There were no open-ended comments provided for this factor.

3.83
0 1 2 3 4 5 6 7 8 9 10
0 = No application 10 = High level of application all the time

Applying Clinical Knowledge
[How much of your time is spent applying clinical knowledge in your work?]

The application of clinical knowledge was slightly higher than the application of scientific knowledge with a rating of 5.29.

A respondent from California stated, “Monitoring patients on a weekly basis brings out our clinical skills...we collaborate with other health care professionals to ensure positive outcomes for patients.”

5.29
0 1 2 3 4 5 6 7 8 9 10
0 = No application 10 = High level of application all the time

Parental Leave
[To what extent does your work setting offer parental leave opportunities?]

Respondents varied in their response to this factor as some do not have a need for parental leave. The overall rating was at 6.21.

A respondent from California provided the corporate information and indicated that all receive, “Twelve weeks for all parents.” Another from Pennsylvania added that, “Parental leave is for birth or adoption of child.”

6.21
0 1 2 3 4 5 6 7 8 9 10
0 = Limited opportunities 10 = Unlimited opportunities

Compensation
[To what degree do you feel compensated for your responsibilities in your work?]

There were two distinct viewpoints related to compensation. Overall respondents indicated a 6.83 rating for the factor with is in the mid-range of possibilities.

A respondent from Pennsylvania who rated this factor on the upper end of the spectrum indicted, “Salary is competitive but with years of experience currently max'd as far as salary goes.” On the other side is a respondent from Virginia who stated, “Unfortunately, leadership is looking for more reduction in cost and impact is on reduction of labor or salaries.”

6.83
0 1 2 3 4 5 6 7 8 9 10
0 = Not well compensated 10 = Well compensated

Benefit Package
[How comprehensive is the employee benefit package offered in your work setting?]

Each person views the benefit package differently based on their individual/family needs. As a group, respondents rated this factor at 7.00.

One respondent from Texas shared that “(Our) 401k is average, vacation and time off is inadequate.” Another from Pennsylvania provided a broader response and added, “Great employee benefits inclusive of vacation time, insurance, discounts through corporate partner for travel, ability to purchase pet insurance, life insurance, focus on well-being. This is an area that the employer I work at does a great job!”

7.0
0 1 2 3 4 5 6 7 8 9 10
0 = Not comprehensive 10 = Very Comprehensive

Advice for student pharmacists

Practitioners’ advice to student pharmacists varied across many areas—all which looked at ways to gain additional information in this area as well as looking forward to the future. Below is a partial list of advice.

  • “Lots of expansion and new therapy options.”
  • “Larger role for pharmacists in chronic disease state management.”
  • “Take advantage of IPPE and APPE experiences to explore the field of pharmacy. There are so many different opportunities!”
  • “Unlimited opportunities!”
  • “Community-based residency helped prepare me for this role.”

Critical Factors

Opportunities for advancement 6.75
Leadership development/professional involvement 7.41
Community impact 8.00
Autonomy 7.52
Focus 6.31
Prestige 6.08
Creating value/positive outcomes 6.71
Patient relationships 4.96
Coworker/client relationships 7.38
Writing/conducting research 2.33
Generating new ideas 5.42
Supervision/management 6.92
Patient interaction 4.13
Public interaction 5.21
Collaboration 6.25
Family time/leisure 5.42
Impact on well-being 7.29
Problem solving 4.83
Expertise 5.21
Repetition 5.33
Applying scientific knowledge 3.83
Applying clinical knowledge 5.29
Parental leave 6.21
Compensation 6.83
Benefit package 7.00

References / Resources

Schommer JC, Sogol EM, Brown LM. Work profile factors identified from the career pathway evaluation program, 2018 pharmacist profile survey. Am J Pharm. 2019;83(10):7480.

Corporate Pharmacist Salary. ZipRrecruiter. Available at: www.ziprecruiter.com/Salaries/Corporate-Pharmacist-Salary. Accessed July 1, 2025.

Professional Organizations

Academy of Managed Care Pharmacy (AMCP)

675 North Washington Street, Suite 220, Alexandria, VA 22314
(703) 684-2600 |www.amcp.org

Accreditation Council for Pharmacy Education (ACPE)

190 South LaSalle Street, Suite 3000, Chicago, IL 60603-3446
(312) 664-3575 |www.acpe-accredit.org

American Association of Colleges of Pharmacy (AACP)

1400 Crystal Drive, Suite 300, Arlington, VA 22202
(703) 739-2330 |www.aacp.org

American Association of Pharmaceutical Scientists (AAPS)

Avedisian Hall, 7 Greenhouse Road, Kingston, RI 02881
(703) 556-0650 |www.aaps.org

American Association of Psychiatric Pharmacists (AAPP)

8055 O Street, Suite S113, Lincoln, NE 68510
(402) 476-1677|www.aapp.org

American College of Apothecaries (ACA)

2830 Summer Oaks Drive, Bartlett, TN 38134
(901) 383-8119 |www.acainfo.org

American College of Clinical Pharmacy (ACCP)

13000 West 87th Street Parkway, Lenexa, KS 66215-4530
(913) 492-3311 |www.accp.com

American Foundation for Pharmaceutical Education (AFPE)

11325 Random Hills Road, Suite 360A-105, Fairfax, VA 22030
2530 Professional Road, Suite 202, Richmond, VA 23235 Tel: 804-285-4431 Fax: 804-612-6555
(571) 404-0471 | www.afpenet.org

American Pharmacists Association (APhA)

2215 Constitution Avenue, NW, Washington, DC 20037
2530 Professional Road, Suite 202, Richmond, VA 23235 Tel: 804-285-4431 Fax: 804-612-6555
(202) 628-4410 | www.pharmacist.com

American Society of Consultant Pharmacists (ASCP)

1240 North Pitt Street, Suite 300, Alexandria, VA 22314
(703) 739-1300 | www.ascp.com

American Society of Health-System Pharmacists (ASHP)

4500 East-West Highway, Suite 900, Bethesda, MD 20814
(866) 279-0681 | www.ashp.org

Board of Pharmacy Specialties (BPS)

2215 Constitution Avenue, NW, Washington, DC 20037
(202) 946-5026 | www.bpsweb.org

Hematology/Oncology Pharmacy Association (HOPA)

555 East Wells Street, Suite 1100, Milwaukee, WI 53202
(877) 467-2791 | www.hoparx.org

National Alliance of State Pharmacy Associations (NASPA)

2530 Professional Road, North Chesterfield, VA 23235
(804) 285-4431 | www.naspa.us

National Association of Boards of Pharmacy (NABP)

1600 Feehanville Drive, Mount Prospect, IL 60056
(847) 391-4406 | www.nabp.pharmacy

National Association of Chain Drug Stores (NACDS)

1776 Wilson Blvd, Suite 200, Arlington, VA, 22209
703-549-3001 | www.nacds.org

National Association of Specialty Pharmacy (NASP)

300 New Jersey Ave, NW, #900, Washington, DC 20001
(703) 842.0122 | www.naspnet.org

National Community Pharmacists Association (NCPA)

100 Daingerfield Road, Alexandria, VA 22314
(703) 683-8200 | www.ncpa.org

National Pharmaceutical Association (NPhA)

10810 North Tatum Boulevard, Suite 102-965, Phoenix, AZ 85028
(480) 405-9291 | www.nationalpharmaceuticalassociation.org

Pharmaceutical Research and Manufacturers of America (PhRMA)

670 Maine Avenue, SW, Suite 1000, Washington, DC 20024
(202) 835-3400 | www.phrma.org

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