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Community Chain (Management)

Community Chain (Management)

Chain pharmacy managers and pharmacists-in-charge (PICs) oversee the daily operations of pharmacies, balancing clinical care, patient counseling, and business management. Pharmacists in these positions supervise staff, ensure regulatory compliance, manage inventory, and lead patient-focused services such as immunizations and medication therapy management. These roles allow pharmacists to build lasting patient relationships, impact community health, and shape the culture and performance of their pharmacy teams.

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

Chain community pharmacy provides two primary career paths for pharmacists at the store level including management and staff roles. As a general definition, a community pharmacy is considered a “chain community pharmacy” if the organization consists of four or more stores.

Chain community pharmacy is often seen as an excellent opportunity to conduct basic preliminary health assessments of patients. Quick evaluation of symptoms, laboratory values, and other indicators can be helpful in directing patients’ therapy, especially as the community pharmacists’ role in overall patient care continues to expand, such as by providing immunizations, disease state management, preventive care, ensuring patient safety, medication therapy management (MTM) services, and providing point-of-care services.

In chain community pharmacy, the breadth of duties of a manager is defined by the size and requirements of the pharmacy or organization. At the store level, the pharmacy manager is typically in charge of the staff, patient care services, inventory management, recruitment, training and development, and general business management. In larger chains, especially those that are corporately owned or franchised, there are many more levels of 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. More details about this type of role can be found in the profile for community chain (corporate).

Characteristics

Sixty-nine chain community pharmacist managers responded to the 2024–2025 APhA Career Pathways Program Survey. Fifty-three percent reported having a PharmD degree. Ten percent obtained an advanced degree such as an MA, MS, MBA, PhD, or others. An additional 12% had completed some other type of training.

Chain pharmacy managers’ salary ranges from $118,000 to $179,000 annually, with an average of around $140,000. Experience level, location, and the specific company can all influence the exact salary. The average age is 46 years old.

Only 4% of the respondents indicated that they travel for work. In addition, 88.9% indicated that they work nights and weekends. This makes a great deal of sense, as the manager usually alternates shifts at the store with other pharmacists.

When asked about the most important skill, 17.4% of the respondents indicated that communication was vitally important. This was followed by multitasking at 11.6%. One respondent from California stated, “Communication skills and ability to simplify the education (is important).” Another respondent from Washington added, “Ability to effectively communicate with all types of people both with the public and professionally.”

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

  • Compensation (14.5%)
  • Leisure and family time (11.6%)
  • Community impact (10.1%)
  • Ongoing coworker/ client relationships (8.7%)
  • Opportunities for advancement (5.8%)

In addition to the top five factors, the second tier of critical factors is listed below. Note that three of the factors—leisure and family time, community impact, and opportunities for advancement—are listed in both areas. This can be interpreted to mean that for some these factors are in their top five list while for others they are a close second.

Top 5 - Second tier

  • Community impact (8.7%)
  • Leisure and family time (8.7%)
  • Organizing/management/supervision of people (7.2%)
  • Leadership and professional development (5.8%)
  • Opportunities for advancement (5.8%)

One respondent from Washington commented on leisure and family time, saying, “We don’t get enough with how mentally demanding our jobs are, especially if you change companies.”

Another from Georgia said, “It’s important to find something you love, that will also pay your bills.”

There are many rewarding and challenging experiences with managing a store. Thirty-three percent indicated that a rewarding aspect is working with the patients they serve. One respondent from Florida stated, “The most rewarding is the good patient interactions. Feeling like you actually helped them, and they are appreciative. The most challenging thing is finding the line between spending extra time with patients or really looking into the clinical side of prescriptions, versus being efficient and not getting behind during the day.” Another from Georgia added, “The most rewarding is patient consultation and interactions. The most challenging is dealing with corporate goals.”

When asked to select an additional factor that you consider to be the most important, respondents listed pressure (18.8%), work schedule (13.0%), and job security/multiple task handling (10.1% each).

Respondents had a variety of responses that they provided as highlights of their career and where they see the future of the role. Several of the responses are listed below.

  • “Helping people succeed, patients succeeding with their care, and pharmacy technicians developing into interns.”
  • “Having patients come back and thank me for recommendations that helped them.”
  • “Voted best pharmacy manager by my customers in the district.”
  • “Getting to know my patients one on one and calling them by their first names.”
  • “Being a pharmacy manager in one place for 10 years and truly knowing and caring about my patients and them caring about me!”
  • “Seeing things come full circle as a preceptor. From hiring on after their rotations to being hired as a pharmacist within the company. It was rewarding to help contribute to their professional development.”
  • “The love of my patients and staff.”

Most Appealing Aspects

What aspects of the role are most appealing?

Helping/caring for patients was listed by 43.5% of the respondents. One respondent from Maine stated, “I am able to make a difference in my patient's life.” Another from Georgia added, “Caring for my patients and my staff.”

Additional areas listed included flexibility of schedule and salary.

Least Appealing Aspects

What aspects of the role are least appealing?

Two main areas were listed as least appealing: corporate metrics (17.4 %) and the long hours that managers put in (13.0%).

Additional areas mentioned included rude and inconsiderate patients, staff shortages, and a high workload.

Advice

What advice should student pharmacists and practitioners consider when selecting a position in community pharmacy as chain store manager?

Respondents provided advice across several areas. Two areas were trending in the comments: make sure that chain pharmacy is for you (17.4 %) and determine what really interests you and have to advocate for yourself (11.6%).

One respondent form Maine stated, “You have to be your own advocate. You have to care not only about others but also about yourself. You have to stand up for what is right, regardless of the cost. You need to listen to and hear what you is around. You need to remember that everyone needs help at some point.” Another from North Carolina added, “Network! Pharmacy is a small world and who you know can be helpful…I’ve never been happier or more fulfilled with any other company!”

One additional respondent from Georgia wanted student pharmacists to understand how community pharmacy plays a role in health care when they indicated, “Community pharmacy is a critical component in pharmacy and without us the system would crumble. There are plenty of opportunities for growth as well. While community can be stressful, it is all about the mindset you approach it with. Coming to work with a positive attitude and eagerness to build relationships with your customers can go along way with how your customers treat you.”

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

  • “Embrace change and stay open to every new opportunity.”
  • “Pick the right company, location, and team.”
  • “Long and hard hours but very rewarding. Find a work/life balance with which you can live.”
  • “Make your career yours and get out of it what fits for you. Realistic expectations.”
  • “(Community practice) is not for everyone.”
  • “During your rotations, try as many types of experiences as possible. And not all students need a residency to be marketable and happy.”

Critical Factors Ratings

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

Respondents were mid-range in their response to opportunities for advancement as they rated this factor 5.61. Where some see opportunities, others do not.

One respondent from Georgia stated, “Floater, manager, district manager, pharmacy operations manager. The opportunity is there.” However, another respondent from New York added that, “The higher you go the fewer positions there are.”

Some may have the opportunities to advance but need to weigh the options. A respondent from Kentucky indicated that “The only advancing from my position would be to district leader, regional leader, etc. Those positions manage pharmacists or manage people managing pharmacists, they do not practice pharmacy. I did not become a pharmacist to manage people; I became a pharmacist to take care of patients.”

5.61
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?]

Community chain pharmacy managers were mid-range when looking at this factor with a rating of 6.06. The respondents varied in their thoughts based on location and the support provided by the organization.

One respondent from Kentucky stated, “I am the leader of the pharmacy and always developing my skills and the skills of my team.” Another from Connecticut had a different perspective when they stated, “Development is 80% on yourself and 20% on the organization. Good organizations notice top performers!”

6.06
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?]

Respondents rated this factor the highest for the profile with a high-range rating of 8.02. This indicates that impact that chain managers feel they have in their community.

A respondent from Illinois stated, “Practicing in the community chain setting, I interact with hundreds of patients every day. The key is to focus on being their pharmacist, regardless of what corporate pressures may exist.” Another from Virginia added, “We are first line for immunizations, counseling, medication recommendations for therapy gaps.”

A pharmacist from Maine looked a little boarder and indicated, “In my store, we put people first because I put people first. I work with the state public health department, Centers for Disease Control and Prevention (CDC), emergency response teams, Drug Enforcement Agency (DEA), U.S. Coast Guard, and long-term care facilities to ensure my reach is beyond our walls.”

8.02
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?]

Autonomy is looked at differently by individuals. Some like having full autonomy while others lithe the ability to follow protocols. Respondents were mid-range with a rating of 5.77.

A pharmacist from Georgia stated, “We have autonomy to a small degree. We have control of our individual store, but corporate wants them all to be the same.” Another different respondent from Georgia added that they look at this broadly and are “Able to share and provide input at the store and district level.”

5.77
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?]

Most respondents indicated the need to focus on more immediate tasks and rated this factor 4.75.

A respondent from Nevada indicated, “Easier to concentrate on the now than the future.” Another respondent from New Hampshire looked a little broader and stated, “With health transitions, corporate needs to think outside of the box.”

4.75
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 another factor that is very individualized in how one feels. Overall, the group rated the factor a 5.07 which is mid-range.

As mentioned, it is interesting how individuals responded to prestige as one respondent from Virginia stated, “Within the profession community chain pharmacists are looked down upon while they are many times the first and most important pharmacists with direct community engagement.”

5.07
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 5.47 relative to creating values/positive outcomes.

One respondent from Virginia indicated that, “You provide your fulfillment through each day you make a difference it is self-determined.” Another from Georgia stated, “I do feel that community pharmacy provides value. I feel like my location has a small-town feel/vibe. We have many patients that have been here for 20+ years.”

An additional comment from a long-term pharmacist in Georgia stated, “I feel as a 32-year retail pharmacist one needs to independently decide where their value and fulfillment come from. I have changed the lives of countless patients.”

5.47
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?]

Respondents indicated that they lean toward long-term patient relationships with a rating of 7.23.

A pharmacist from Maine stated, “My patients and team are part of my every day. They all know I am here for them and will do anything and everything I can to help them.” An additional respondent from Georgia was brief and added, “Very much to both.”

7.23
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 also leaned toward longer term relations with coworkers and clients as they rated the factor 7.10.

One respondent from Kentucky indicated that “The most rewarding aspect of my (role) is when I get to make a difference in someone’s life. Those moments keep me going when other patients are rude and the work is stressful.”

7.10
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?]

Writing and conducting research was the lowest rated critical factor at 0.55. This does make sense based on the roles that these pharmacists have.

A respondent from Maine did provide a perspective that others agreed with when they stated, “Sadly, since COVID-19, my time is spent ensuring my patients, community, and team are taken care of.”

0.55
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?]

This factor was rated in the low range at 3.02 by the group.

One respondent from South Carolina indicated, “If the idea generates more sales, the district leader will approve as long as your hours are within budget.” Another from Kentucky added that, “There are always problems and problems need solutions.”

3.02
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?]

Participants rated this factor as the second highest with a rating of 7.58. There is a trend among the respondents that they spend a good amount of time supervising and in management activities.

One respondent from Kentucky stated, “I am never alone which means I am constantly supervising someone. If they are speaking to a patient, I am listening to be sure they do not say something wrong.” Another from New Hampshire added, “As a pharmacy manager you are expected to incorporate this into your day.”

7.58
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?]

Patient interaction was at the higher end of responses with a rating of 7.12.

A respondent from Kentucky indicated, “I feel that this should be the focus of a pharmacist.” Another from Maine added, “Prior to COVID-19, I had the time to spend physically caring for those around me. Now I have too many ‘non-patient care’ activities.”

7.12
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 (7.08) is very closely aligned with the above patient interaction factor.

A respondent from Virginia indicated that they spend “Most of the day is interacting with the public and patients. Strong communication skills are essential.” Another pharmacist from Nevada added, “Working with the public can be very rewarding.”

7.08
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 were on the lower end of the spectrum (3.65) in relationship to collaborative with other health care professionals or educating them. However, this does differ for each pharmacist.

One respondent from Kentucky stated, “I speak with doctors and nurse practitioners 10–20 times a day.” Another respondent from Missouri added, “I have worked a long time to get doctors and nurses in the area to except my recommendations and know I try to help.”

A respondent from Maine provided a different perspective when they indicated, “As I am the senior pharmacist in my area, I am usually the one everyone calls with problems, I walk other pharmacists through issues on a daily basis.”

3.65
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 4.15 for this factor. There was a wide variety of responses.

One respondent from Nevada looks out for this by indicating, “I pride myself in putting my mental health and leisure time as a priority in my life.” A respondent from Georgia added, “I have no free time while I am working. I have a decent work/life balance outside of work.”

4.15
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?]

Respondents rated the impact on well-being in the upper mid-range at 7.28.

A pharmacist from Maine summed this up well when they stated, “As their pharmacist, mentor, manager, and friend, I have an impact with everything that I do. We see and touch so many lives in so many ways—how could we not?” Another respondent from Kentucky added, “Patients who ask questions...actually, get much more than they even thought they needed.”

7.28
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?]

Most respondents indicated that they are mid-range with a rating of 4.65 leaning toward more tried-and-true solutions.

One respondent from Maine stated, “I am an outside of the box person. I will try known items first, but I will always go above that if success does not occur.”

4.65
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?]

Pharmacist managers indicated that their knowledge is more genialized versus specialize with a rating of 3.25.

One respondent summed this up for many when they stated, “Know a little bit about everything.”

3.25
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?]

The factor of repetition is the second lowest rating at 2.70. This is an indication that most of the work is repetitive.

One respondent from Kentucky indicated, “There’s a lot of repetition.” Another from Nevada supported this by adding, “New day same thing.”

2.70
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?]

Respondents in general feel that the apply scientific knowledge to a lesser degree with a rating of 3.93.

One respondent from North Carolina stated, “Application of scientific knowledge is rare.”

3.93
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?]

Respondents indicated that the application of clinical knowledge was mid-range with a 5.90. This shows a higher application than scientific knowledge.

One respondent from Virginia indicated, “I’m asked questions constantly and asked to decide if DUR’s are important or not.”

5.90
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?]

Pharmacists were mid-range with a rating of 5.24. One item to consider is that this does not apply to some who are not looking for parental leave.

A respondent from Georgia provided that they have, “Twelve weeks a year for parental leave, including time for adoptions. Maternity and paternity leave available.” Another respondent from South Carolina added, “Eight weeks for men and women.”

5.24
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?]

Respondents were mid-range in their rating of this factor at 5.90.

A pharmacist from Kentucky stated, “I’m fairly well compensated but I wouldn’t refuse a raise.” Another from Nevada added that they do have concerns in this area as they, “Have been doing more and more work since the pandemic and salary has not increased enough for all the new work being done.”

5.90
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?]

Respondents differed on this factor based on where they work within average rating of 6.20 mid-range.

One respondent from Nevada indicated, “Company matches 401k contributions and stock options. Benefits are very impression for a large company.” Another from Georgia added: “Excellent benefits and employee stock ownership.”

6.20
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. Not all agree on what the future looks like. Below is a partial list of advice.

  • “Less production tasks and more clinical tasks.”
  • “More robotics/automation and less technician help.”
  • “Expanded clinical services and expanded technician duties.”
  • “Be careful–increased incidences of burnout.”
  • “More clinical and one on one counseling with workflow being more centralized.”
  • “I look forward to what it could be, every year seems to be better.”
  • “More immunizations, more clinical services.”

Critical Factors

Opportunities for advancement 5.61
Leadership development/professional involvement 6.06
Community impact 8.02
Autonomy 5.77
Focus 4.75
Prestige 5.07
Creating value/positive outcomes 5.47
Patient relationships 7.23
Coworker/client relationships 7.10
Writing/conducting research 0.55
Generating new ideas 3.02
Supervision/management 7.58
Patient interaction 7.12
Public interaction 7.08
Collaboration 3.65
Family time/leisure 4.15
Impact on well-being 7.28
Problem solving 4.65
Expertise 3.25
Repetition 2.70
Applying scientific knowledge 3.93
Applying clinical knowledge 5.90
Parental leave 5.24
Compensation 5.90
Benefit package 6.20

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.

Pharmacy Manager Salary. ZipRecruiter. Available at www.ziprecruiter.com/Salaries/Pharmacy-Manager-Salary Accessed July 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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