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Demigallardo13 Profile

**Potential Risks of Using a New/Unfamiliar Drug**

| Category | What It Is | Why It Can Be Dangerous |
|----------|------------|------------------------|
| **Health & Safety** | • Physical side‑effects (nausea, dizziness, respiratory depression)
• Overdose / toxic levels
• Interactions with other meds or alcohol
• Long‑term organ damage (liver, kidneys, heart) | • The drug may have a narrow therapeutic window.
• Unknown potency means you could take too much or too little. |
| **Legal & Regulatory** | • Possibility of it being illegal, controlled, or not approved for use in your country
• Import/export restrictions | • You risk arrest, fines, seizure of the substance.
• Violations can lead to criminal records. |
| **Supply Chain Risks** | • Unverified source; counterfeit or contaminated product
• Inconsistent dosage or purity | • Adverse health effects from impurities.
• Loss of money on a worthless or harmful batch. |
| **Ethical & Social** | • Impact on communities that may depend on the supply chain (e.g., illicit drug trade)
• Potential harm to users if misused | • Contributing to broader societal problems like addiction, crime, and exploitation. |

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## 4. How the Decision‑Making Process Should Work

| Step | Action | Who? | Tools / Documentation |
|------|--------|------|-----------------------|
| **1. Identify Need** | Determine why you need a chemical (research, manufacturing). | All stakeholders | Project charter or brief |
| **2. Gather Requirements** | List purity, quantity, cost limits, regulatory constraints, timeline. | Scientists/Engineers + Procurement | Requirement specification sheet |
| **3. Search & Short‑list Suppliers** | Use market research: industry directories, trade shows, online catalogs. | Procurement | Supplier database, RFQ templates |
| **4. Request Information** | Send RFPs to shortlisted suppliers for technical data, price, lead time, compliance certificates. | Procurement + Technical team | RFP document |
| **5. Evaluate Responses** | Score suppliers on quality, cost, reliability, delivery, support, sustainability. | Cross‑functional committee | Evaluation matrix |
| **6. Perform Due Diligence** | Verify supplier’s production capacity, financial health, regulatory compliance. | Procurement + Legal | Supplier audit checklist |
| **7. Negotiate Terms** | Finalize price, payment terms, warranties, penalties for delays. | Procurement & Finance | Negotiation notes |
| **8. Issue Purchase Order** | Formal PO with agreed specifications and conditions. | Procurement | PO document |
| **9. Monitor Delivery** | Track shipment, inspect upon receipt, resolve discrepancies. | Operations | Delivery log |
| **10. Evaluate Supplier Performance** | Periodic reviews, feedback to improve quality and service. | Procurement & Quality Assurance | Performance report |

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### 3. Example: Building a "Low‑Carbon" Product Portfolio

#### Step‑by‑Step Process

| Phase | Action | Responsible | Key Output |
|-------|--------|-------------|------------|
| **1. Vision & Goals** | Define what "low‑carbon" means (e.g.,

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