Exactly. The CVS Rx Sup's are getting YOUNGER and DUMBER. Kids just out of pharmacy school who have never worked in a real pharmacy are becoming Rx Sup's after 2 to 3 years. These kids can't even tell you what the cost of generic Seroquel is vs. what is an AWP price. They only know what a PCQ number is, what an SOS number is, what a KPM number is, how many flu shots can you give, and how to do an annual inventory and base it on AWP's. I can't respect them. They are kids, not bosses, but kids.
Most supervisors that I worked with have > 10 years of experience. A lot of these supervisors are well trained. The problem is that sometimes we confuse the PIC role with the Sup role.
Sups... can know what generic Seroquel cost but how does that help them manage 20 stores....? That is the job of a PIC. While I would be impressed if a they know how much each drug cost, I would have to question if they know how to prioritize their time...
Sups to my knowledge have to know deal with customer complaints. I have headaches dealing with CC from one store. Imagine 20... every single day. They have to analyze and find root causes from patterns. There is a whole other side including risk management. When there is a mistake, or a CC, how do they manage it? How do you know if a RPH is making too many mistakes?
They are responsible for > 100 million$ of inventory. How do you get 20 stores to use amber vials first before stock bottles? Some districts were losing half a mil a year in lost inventory. What about internal theft or drug losses? We file the reports but they have to follow up on it.
Then there is pay roll. How do you control 20 store's payroll...? RPh payrolls? Staffing issues... if somebody quits, it is not that easy to find another RPH even with the shortages. It takes a lot to develop pharmacists for a right store (busy vs slow, customer clientele such as large Spanish or Russian populations), because they cant pay 100k for a pharmacist on the side waiting for somebody to quit. Talent development...?
Obviously there are other duties including compliances (training, government regulation like strongpak, PSE, blue and green bins), company projects like feed back to improve programs, SOS visits, and engaging your team.
I have a lot of respect for my Sups. They are Sups because they did well with more than one store. They have to be number one in the district they are at, and at another store. That takes a lot... anyone who runs an excellent store know that the only way you can do it is by doing it the right way. They are also rated on how engaging they are, if they are critical thinkers, and their leadership skills.
They also too get a lot of **** from corporate... and they have less stability because they are influencing 20 stores versus a PIC who influences 1.
