There seems to be a new and dangerous trend among recent veterinary graduates: For whatever reason, they want to write prescriptions
for everything and not bother with keeping or dispensing drug inventory.
On the surface, it sounds like a great idea. After all, physicians do it, so why can't we?
The first and most obvious answer is that physicians get paid well for cranial exercises and we do not. Our clients more readily
pay for what they are able to haul out to their SUVs than for the brilliance of our diagnosis or our artistic skill in removing
We need to keep a pharmacy to provide drugs not readily available at their local pharmacy — in the strengths needed — as much
as we need to provide another income source to supplement the public's indifference to our high operating costs. That means
that we must profit from the pharmacy.
Keeping pharmacy costs down by effective purchasing is just one side of the pharmacy-productivity equation. True productivity
is keeping fees up while keeping expenses down. Let's look at common strategies:
Despite our years of recommending against the procedure, there still are practices that double and triple drug costs to arrive
at the selling fees. Anyone not using about $20 as a basic packaging fee plus double the pill cost is probably earning less
than 20 percent on their pharmacy. (See footnote)
The typical solo practice spends about 15 percent of any month's gross income on drug/dietary purchases. That amounts to about
$10,000 a month for a practice grossing $700,000 a year. Management of this expense is crucial to financial success.
An easy pharmacy-budget rule for your technician to follow is to allow no more than 15 percent of last month's gross revenues
for this month's purchases. Keep track of purchases. When the 15 percent is gone, buy no more. Discipline is paramount.
Our average annual tangible and intangible expenses for any prescription today include:
- 1. Fair return on investment for drug-storage areas.
Example: If 50 square feet cost $5,000 or more to build, a 15 percent return = $750 a year
- 2. Heating or air conditioning those spaces costs at least another $750 a year.
- 3. Loss of interest on invested capital: $100,000 average for a solo practice @ 5 percent = $5,000 a year.
- 4. Waste from expirations, breakage, out of vogue, etc. = at least $1,500 a year.
What really adds up is the cost of staff labor — about 20 percent of gross. When you use that labor to provide services, you
must mark it up effectively. Your accountant can tell you that the average technician minute must be charged at about 75 cents.
- 5. Staff labor to order, sign for, unpack, check packing slips, invoices and statements, bookkeepers, writing checks, accounting,
etc., averages 3 hours per week = $7,000 a year.
- 6. Vial, typing labels, entering into computer, printing bills (assume 7 minutes) = $5.25 each prescription, or about $16,000
- 7. Time needed to explain usage, staff time to count out medications = another $5.25 per prescription and another $16,000/year.
Put it all together and, based on six to 10 prescriptions a day, we are not talking much less than $45,000 annually and that
does not include any medication, just overhead. You do the math: That's at least $19 per prescription.
We recommend $19.85 at this time for a minimum prescription dispensing fee.