A retail pharmacy group is selecting a supplier for temperature-sensitive medicines. Supply management initially proposes a smaller evaluation group to speed up the decision. However, the distribution team warns that cold-chain handling differs across regions, pharmacy managers are concerned about stock availability during peak periods, quality assurance wants evidence of temperature-control records, and finance wants the cost comparison to include product losses and emergency deliveries. The sourcing deadline is tight, and involving all these functions will slow the evaluation. How should procurement resolve the conflicting priorities?

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Let supply management complete the supplier ranking using price, delivery promises, and supplier presentations, then ask distribution, pharmacy operations, quality assurance, and finance to comment on the preferred supplier before the contract is signed.

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Include the affected functions in the evaluation before supplier selection because the decision requires trade-offs between service continuity, compliance evidence, regional handling, and total cost risk.

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Form a limited team with supply management and quality assurance only, because temperature control is mainly a compliance issue and other functions can support implementation after award.

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Use supply management’s evaluation as the primary decision input, but require the selected supplier to provide contractual guarantees for cold-chain performance, stock availability, and emergency delivery costs.

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