THE STUDY OF apprOacHES TO riSk managEmEnT in pHarmacY

The article is devoted to peculiarities of risk management in pharmacy. The sources and objects of the risk with their division into internal and external ones have been studied. For each of the risk factors those components of the organization being affected at first have been defined. Therefore, the internal factors include the level of management, the stage of the life cycle of the organization, its financial condition, production and innovation potential, the quality management system, etc. The external factors include the impact of public health policies, domestic and international law, the political and economic situation in the country, etc. The data of literature regarding methods of risk management has been summarized. The methods, which are proposed for use in risk management, have been determined. Thus, the most common version of the classification, which is the most appropriate for practice activity, includes evasion, dispersion, compensation and location. In our opinion, limitation as a way to manage certain forms of risk should be added.

Risk management is aimed at reducing the level of losses associated with economic risks. Methods and measures for prevention and management of unexpected situations are based on the results of planning and economic activities of the organization, determination and risk assessment, economic analysis of the potential, the internal and external environment of the enterprise, the current legislation. Therefore, risks are an integral part of the enterprise's strategy, and they deserve special attention for study [2][3][4][5][6][7][8].
In view of the aforesaid the aim of our study is the peculiarities of risk management in pharmacy.

materials and methods
The objects of the research are theoretical and methodological principles of risk management in the pharmaceutical branch. General scientific and special methods of the system analysis and the analytical method were used in our work. results and Discussion All the factors determining the level of risk are usually divided into two groups -objective (external) and subjective (internal) ones [2,9,10]. Objective factors are not connected directly with a particular enterprise. Subjective factors directly characterize the company. These groups of factors are closely related and interact with one another. For risk assessment and decisionmaking it is necessary to have full information regarding the internal and external environment and risk carriers. According to the abovementioned the analysis, which allows obtaining information about the sources of risk, conducting their identification and classifying them by the degree of impact, is carried out. The sources of risks associated with the activity of pharmaceutical organizations are shown in Fig. 1.
Each of these factors has a specific influence on the organization, refers to different areas and has different frequency of manifestations, and most importantly -different degrees of impact. The following table discloses the relationship of risk sources and objects which are under their influence (Table).
In real business situations various ways of risk management affecting all directions of activity of the company can be used. Despite the large number of publications on this problem there is no unified approach to the classification of methods of risk management among experts [2,3,4,6,7,[11][12][13][14][15][16][17]. One of the variant that are used in business practice is division of risk management methods into four types: avoidance, minimization, diversification, and limitation. Another variant of the classification includes the following kinds: evasion, dissipation, compensation and localization. In our opinion, it is advisable to use the second variant, but also to include the method of limitation, which comprises setting the maximum volume of commercial transactions per a counterparty, the maximum size of stocks, the maximum time limit or loan amount provided to the counterparty, the maximum amount of the borrowed funds. This addition is because the aforementioned method is widely used by pharmaceutical companies as a crisis management measure. The most common methods used in pharmaceutical organizations are presented in Fig. 2. ISSN 1562-7241   Gains; expenditure (for activities); staff; the product policy; the pricing policy; the manufacturing and innovative potential of the organization The political situation Gains; expenditure (for activities); performance management success (survival) The quality of suppliers' work The production subsystem of the organization; the logistic subsystem organization; intangible assets (reputation) The potential of bank system The innovation potential; solvency of the organization; costs; indicators of economic performance; successful performance management The state policy in the field of Health and Social Welfare Gains; successful performance management (effectiveness) The level of competition Gains; indicators of economic performance; successful performance management (effectiveness) Social and cultural factors Income; the product and assortment policy The formation of labour resources, their number and quality of training Gains; the innovation potential; the intellectual capital; indicators of economic performance; successful performance management (effectiveness); intangible assets (reputation) The technological structure of the country Innovation potential; indicators of economic performance Infrastructure Gains; staff; indicators of economic performance; successful performance management (effectiveness) The structure and level of morbidity Income; the product and assortment policy Demographic factors Income; the product and assortment policy The natural environment The assets; resources; performance; ecology

CONClUSIONS
Summarizing the data the conclusion can be made that the system ensuring stability of the organization existence in difficult market conditions should have such component as risk management within its general structure.
The key conclusions: 1. The structure of sources of risk for a pharmaceutical organization with their division to internal and external ones has been created.
2. The relationship of risk sources and objects (components and indicators of the organization's activity) being under their influence has been shown.
Further refinement of the list of objects is the basis for development of risk management standards in the pharmaceutical business.
3. The literature data regarding the methods of risk management have been summarized. Methods of risk management for a pharmaceutical company have been determined.