Filed by Cardinal Health, Inc.
                           Pursuant to Rule 425 under the Securities Act of 1933

                                      Subject Company: Syncor International Inc.
                                                   Commission File No. 000-08640




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                               CARDINAL HEALTH IR

                           MODERATOR: STEVE FISCHBACH
                                  JUNE 14, 2002
                                   1:00 PM ET


Operator:      Good  afternoon  my  name  is  (Brenda)  and  I  will  be  your
               conference  facilitator  today.  At this  time I would  like to
               welcome  everyone to the to the Cardinal and Syncor  conference
               call.

               All lines have been placed on mute to prevent any background
               noise. After the speakers' remarks there will be a question and
               answer period. If you would like to ask a question during this
               time simply press star then the 1 on your telephone keypad.

               If you would like to  withdraw  your  question  press the pound
               key.  Thank  you.  Mr.  Steve  Fischbach  you  may  begin  your
               conference.


Steve
Fischbach:     Thank  you.  Good   afternoon  and  thanks  for  joining  us
               today.   For  the  next  few  minutes  we'll  discuss   today's
               announcement   that   Cardinal   Health  will  acquire   Syncor
               International Corporation.

               If any of you do not have a copy of the related press release you
               may access it over the Internet at Cardinal Health investor
               center at www.cardinal.com or you can request a fax copy of the
               release by dialing 614-757-7211.





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               On our call today we have Bob Walter, Chairman and Chief
               Executive Officer of Cardinal Health and Robert Funari, President
               and Chief Executive Officer of Syncor International.

               During the Q&A session we ask that you limit yourself to one
               question so that we can include as many questioners as possible
               within the time period allotted. If you have any additional
               questions please reenter the queue.

               Before we begin I would like to remind everyone that some of the
               information discussed on today's call may include forward looking
               statements which are subject to risks and uncertainties which
               could cause actual results to differ materially from those
               projected or implied.

               The most significant of those uncertainties are described in
               Cardinal Health's and Syncor's SEC filings. Neither Cardinal nor
               Syncor undertakes an obligation to update or revise any forward
               looking statements.

               In addition you are referred to the disclosure at the end of the
               press release about where you can get more information regarding
               Cardinal and Syncor and the proposed transaction.

               Recording and or rebroadcast of this call is expressly
               prohibited. At this time I would like to introduce Bob Walter to
               begin today's discussion.

Bob Walter:    Good afternoon. Cardinal Health is very excited about the
               acquisition of Syncor International, a leading provider of
               nuclear pharmacy services. This combination will create
               substantial value for shareholders of both companies as well as
               the health care provider and supplier customers.





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               First I'd like to review the terms of the transaction. Syncor
               will become a wholly owned subsidiary of Cardinal Health to a
               stock-for-stock transaction. The value of this deal is
               approximately $1.1 billion.

               The terms of our definitive agreement call for Syncor
               shareholders to receive .52 Cardinal Health common shares for
               each outstanding share of Syncor common stock.

               For the holders of Syncor common stock the transaction is
               intended to be cash free. Cardinal Health will assume Syncor's
               net debt which is - Syncor's net debt which totals $202 million
               as of March 31.

               The acquisition is expected to be completed by the end of 2002
               subject to regulatory compliance, approval by Syncor shareholders
               and other customary conditions.

               Cardinal Health expects the transaction to be accretive to our
               earnings within the first year.

               While Syncor's primary business focus is on nuclear pharmacy it
               also operates a profitable imaging business and some other
               smaller ventures. I will not discuss these on this call as
               Cardinal and Syncor fully intend to exit these businesses in the
               most profitable and expeditious way.

               This overall transaction has been structured in a way that
               contemplates the sale of those operations and is priced based
               upon the expected sales proceeds.

               For those of you who aren't familiar with nuclear pharmacy let me
               briefly explain this exciting business. Nuclear medicines also
               known as






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               radiopharmaceuticals are radioactive compounds that are ingested
               by or injected into patients and concentrate in specific human
               organs or tissues.

               These medicines allow physicians to investigate the function of
               various organs and treat illness without the risk or expense of
               surgery by passing the patient through a nuclear imaging machine
               and observing the reaction of the pharmaceutical.

               Given the short life of these compounds, they must be mixed and
               dispensed on an as needed, real time basis specific to the
               patient and specific to the doctor.

               The pharmaceuticals business - the radiopharmaceuticals business
               is growing at approximately a rate similar to our overall
               pharmacy business.

               Syncor has been a leader in this business since it pioneered the
               concept of centralized nuclear pharmacy services in 1974 and has
               grown at a pace faster than the overall market. It operates a
               network of 140 nuclear pharmacies - I'm sorry a 130 nuclear
               pharmacies throughout the country.

               Syncor has an entrepreneurial culture similar to ours. Its sales
               were $775 million last year, a 23% increase over prior year.

               As you know, Cardinal already has a presence in the nuclear
               pharmacy business through its acquisition of Central Pharmacy
               Services, a network of 40 operations in complimentary markets.

               We have often spoke of the high growth and high returns produced
               by our Central Pharmacy Service business. Incidentally, their
               three year growth rate has been in excess of 30%.





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               We view Syncor and Central Pharmacy Services as having both
               unique and complimentary capabilities and we intend to preserve
               the best of both.

               In addition to the core nuclear pharmacy services I also view
               these specialized pharmacies as a very promising distribution
               channel for complex pharmaceutical compounds that need special
               handling or need to be very close to the customer and the
               patient.

               A distribution business that I believe will grow tremendously as
               larger molecules and very patient specific products begin to the
               hit the market over the next several years.

               Cardinal Health's expansion in the nuclear pharmacy services
               through the Syncor acquisition makes tremendous strategic sense
               on multiple levels.

               Cardinal Health has long been committed to building both scale
               and breadth of product and service offerings for both the
               healthcare provider and the manufacturer. The addition of
               Syncor's nuclear pharmacy services advances that strategy.

               The largest customer base for nuclear pharmacy is Acute Care
               Hospital, a group that Cardinal knows extremely well through our
               relationships on the pharmaceutical distribution, the
               Medical-Surgical and Pyxis sides of our business.

               The Syncor acquisition also continues our follow investment
               philosophy that we have been executing for years. In 1995 or
               since 1995 I've been describing our role as a distributor of
               services both to the provider downstream and to the manufacturer
               upstream.





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               In this instance, provider downstream is the hospital or the
               clinic and upstream in this instance is the maker of the
               radiopharmaceutical products to be compounded. Both need our
               services.

               Syncor and Central Pharmacy Services provides a network of 170
               locally operated pharmacies with the unique ability to compound
               and dispense these products.

               This capability requires high quality and difficult regulatory
               compliance in a timeframe that is extremely tight. This two to
               four hour timeframe cannot be met by distributors outside the
               local markets.

               These pharmacies are operated by a troop of nuclear pharmacists
               that are in extremely short supply and require extensive
               technical training. It is the collection of these unique
               capabilities across a broad geographic markets, again size and
               scale that we are acquiring and combining with our own
               capability.

               This capability combined with other capabilities of the broader
               Cardinal as we service both the manufacturer and the downstream
               provider. It's these capabilities that will allow us to define
               new services for both the provider and the manufacturer.

               Let me shift now to a description of the nuclear pharmacy
               business as focusing on the perspective of the manufacturer. We
               will be offering a better selection to meet the complicated needs
               of bringing product and complimentary services to the hospital
               and the cardiology and oncology clinics.





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               Today both operations market, compound and dispense a variety of
               manufactured products. Syncor obviously adds to the growth models
               that we've articulated to the market over the past several
               months.

               I would remind everyone that this week at our recent investors'
               conference I stated that Cardinal was on track for at least a 20%
               earnings growth in this quarter as well as for fiscal '03.

               I also talked about Cardinal's legacy which is setting aggressive
               goals and standards and performing to our commitments. I also
               talked about our credibility in the market. And if you make
               promises you make sure you don't surprise the market and you meet
               those promises.

               We have lived up to our commitments for over 20 years and no
               matter what we commit to the market now or in the future we will
               deliver on those commitments.

               Despite all the noise and misinterpretations about what I said at
               the conference I am very confident in our revenue and earnings
               outlook of 20% earnings growth. Our annual earnings per share
               growth of 20% is built upon consistent organic, internally
               generated growth.

               With that said, acquisitions such as Syncor are an important part
               of our long term business plan. They allow us to add even further
               to our organic growth and expand the growth potential of both
               companies by offering more to our respective customers.

               When the Syncor acquisition is complete the strategic synergies
               to be realized across the various Cardinal businesses are
               substantial. Increased visibility and access to our respective
               clients will only benefit our combined efforts.





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               For example, our pharmaceutical services and technology segment
               can work with Syncor's nuclear pharmacy customers to develop,
               package, manufacture and market new radiopharmaceutical products.

               Our pharmaceutical  distribution  provider service segment will
               be  able to  realize  operational  efficiencies  and  gain  new
               customers     by     leveraging     the     distribution     of
               radiopharmaceuticals.

               Our hospital pharmacy outsourcing business formerly known as
               (OHN) will also benefit from the expanded nuclear pharmacy
               product offerings that Syncor represents.

               These are just a few of the great cross selling opportunities we
               will be fully exploiting going forward.

               The entrepreneurial culture and management strengths of Syncor
               are highly complimentary with Cardinal. Both of our companies are
               dedicated in providing superior service and value to our
               customers. Innovation, hard work and constant improvements are in
               both our corporate DNA.

               I'm happy to announce that the senior leadership team at Syncor
               will be an important part of Cardinal's management after the
               acquisition. To date both companies have completed extensive due
               diligence and we are confident that the integration of our two
               companies will proceed smoothly and quickly.

               We expect the transaction to be accretive to Cardinal Health's
               financial bottom line within the first year before considering
               any synergies. Again this announcement is a big win for Cardinal
               and for Syncor's associates, customers, both the provider and the
               manufacturer.





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               At this time I'd like to turn the call over to Bob Funari who
               will give you his perspective.

Bob Funari:    Thank you Bob and let me begin by saying that we're
               delighted to be joining the Cardinal family of businesses and
               look forward to many exciting developments as we work together in
               some very interesting opportunity areas.

               I want to expand a little bit on some of the points that Bob
               mentioned in his comments. First on the radiopharmacy market
               itself and what has driven radiopharmaceutical growth over the
               course of the last 10 years.

               That growth has principally been a function of the use of nuclear
               medicine in diagnosing heart disease. And that growth trend has
               been very strong indeed. But looking ahead we see not only
               continued strength in cardiology but we see growing use of
               nuclear medicine in the diagnosis and treatment of cancer.

               Specific examples would include PET and the first of the
               (radioimmuna) therapeutics Zevalin. Bob touched on the unique
               strengths of the distribution model at Syncor and I just want to
               highlight a few of those points.

               Responsiveness and speed is certainly one of those points. The
               ability to get a dose from the time we get the order to the time
               that it's ready to be administered to the patient within a 30-90
               minute window.

               Scope of coverage, the ability to reach 90% of the nuclear
               medicine procedures that are performed in this country every
               year. Precision and accuracy in dispensing. Last year we had
               seven defects per a million doses dispensed out of our
               pharmacies. Delivery to point of procedure or point of care, very
               important in dealing with these critical drugs.






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               And finally as Bob mentioned, the ability to tailor the product
               to meet the individual needs of each patient.

               To sum it up, it's essentially a model that delivers the right
               drug to the right patient at the right location, right now.

               So how does Cardinal enhance this position that we built over the
               last 28 years? I think both Bob and I see nuclear medicine or
               radiopharmaceuticals as an important part of the broader, complex
               pharmaceutical market.

               We believe that the experience and skills that we've demonstrated
               in nuclear pharmacy combined with the relationships, resources
               and competencies that have been a part of Cardinal will allow us
               to bring to the submerging market the ability to provide
               customers with unique and comprehensive services that can take
               product all the way from molecule to the point of care.

               Bob also touched on the medical imaging and overseas businesses
               and I want to expand a little bit on that scene.

               Recently within Syncor we've been conducting a comprehensive
               review of our strategy in our business operations in an effort to
               make sure that we're making the very best use of our company's
               resources.

               We concluded that the long term objective of profitable growth
               could be best achieved by focusing our efforts and our resources
               on the two emerging growth opportunities within our pharmacy
               services business, specifically complex pharmaceuticals and
               nuclear oncology.





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               The merger with Cardinal Health will allow Syncor to accelerate
               the pace with which we can pursue these opportunities.

               We're currently in discussions with a number of potential buyers
               who've expressed interest in acquiring the medical imaging
               business. And we will be exiting several non-strategic and
               unprofitable international businesses and markets in the near
               future.

               Finally I want to close with a few comments about people. Both
               companies are recognized leaders in their respective fields
               because both companies have values that attract people who have a
               desire to win.

               There is a significant competition for talent today and we'll be
               focusing our efforts on retaining talent as we begin the process
               of integrating Syncor into Cardinal.

               Both companies also believe in continuously raising the bar with
               respect to performance and we will be looking for ways to put the
               best practices in place across both companies. Bob.

Bob Walter:    Okay can we open it up to any questions from the audience.

Operator:      At this time I would like to remind everyone in order to ask a
               question please press star then the 1 on your telephone keypad.
               We'll pause for just a moment to compile the Q&A roster.

               Your first question comes from (David Lyzinger).






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(David
 Lyzinger):    Thanks  very  much.  First  of  all  actually  I  wanted  to
               congratulate  you on the  transaction.  I think  it's a perfect
               fit for both  companies.  So  congrats.  My question is for Bob
               Walter.

               Bob if you could tell us what you've assumed for the
               renegotiation of the Cardiolite distribution fee that's paid to
               Syncor since that's upcoming here and that has not yet been
               finalized.

               Could you tell us whether in your due diligence and in your
               financial assessment you have assumed that Cardiolite maintains
               the existing profit margin or whether it goes down or whether it
               goes up?

Bob Walter:    Dave thanks. I think I'd like to not answer it quite that
               simply. Let me kind of broaden the discussion of Cardiolite.
               First of all, we have had discussions with Bristol Myers and of
               course obviously Syncor has had discussions with Bristol Myers.

               We're very aware of the long standing and successful relationship
               for both parties over probably eight or nine years. Bristol Myers
               and Syncor around Cardiolite. We're obviously aware of that and
               we're aware of the importance of Cardiolite in the past to
               Syncor.

               And I would also - I'm just giving you a lot of background here.
               Obviously Cardinal as the company has an extensive relationship
               with Bristol Myers as a distributor in the packaging area, the
               area around Magellan. And with use of Pyxis in their oncology
               area.

               So we have in depth relationships and I'm pleased to say they are
               very strong and good relationships.







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               Now, the reason I want to go through all that is not to just
               focus on a negotiation over the individual price model but to say
               that that is a broad relationship.

               And for example, whenever I talk about an acquisition with
               someone I try to talk about what is the full total value offering
               so it's a win/win opportunity in the negotiation.

               In this instance we will have conversations with Bristol Myers
               about the value of not only the Syncor but the Syncor combined
               with the CPSI network in capabilities.

               It's one of the reasons that I wanted to talk about what it is
               we're acquiring. What it is we're acquiring is a unique
               capability to compound, to dispense size, scale, A collection of
               talented and trained technically trained pharmacists, quality,
               regulatory compliance. All of those things adding on to that the
               broad capability of Cardinal.

               And so the discussions that we would intend to have with Bristol
               Myers would be of a different nature that would be additive to
               what Syncor has talked in the past. And that would be to talk
               about the broader Cardinal relationship and how does that fit
               into that.

               From our perspective, you know, we've pointed out that Cardinal -
               that our management and Syncor's management has additionally had
               conversation - has talked with both the other two manufacturers
               in this field about our capabilities.

               And at this point, you know, there are no commitments on a go
               forward basis about how we will broaden the offerings to any one
               of those three.






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               But the confidence that Cardinal has is in the value of what
               we're acquiring, the importance of that network in the local
               markets and how valuable that is not only to the provider but to
               one or all three of these manufacturers.

               So I think it's way premature to talk about exactly how we'll
               price any one of these services because I believe that we'll have
               a combination of services that will serve us well.

               And so, you know, as we don't know exactly on drug distribution
               side. We talked about generics for example, exactly how the
               pricing or margins will develop two and three years out on
               generics. We're confident about what we bring to market for the
               generic manufacturers to know that the profitability model will
               be strong for us.

               So, you know, I know (David) that was a long winded answer, it
               was a question that clearly I expected should be on the table
               here and I've tried to answer it broadly because it - right now
               there will be broad discussions and I think the important thing
               are the combination of these companies and probably it's why you
               said it is the right combination.

               Is that we bring, you know, we're all around each other's space
               and we bring real unique things to the market for both the
               provider ad the manufacturer.

               So I think that's the best way I can express it. I'm very
               confident about the business model, I mean the economic model the
               ability to deliver long into the future the kind of returns out
               of this investment.

(David
 Lyzinger):    That's very helpful thanks for the explanation.





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Bob Walter:    Okay thanks (David).  Next question.

Operator:      Your next question comes from (Larry Marsh).

(Larry Marsh): Thanks and I just echo what (David)  said.  Congratulations  on
               what  should  be a  great  combination.  I  guess  Bob  just to
               clarify  maybe  what  you're  communicating  in  terms  of  the
               renegotiation.

               Are you saying we really shouldn't hold combined organization to
               kind of a year end goal of renegotiating that I know you Bob
               Funari talked about having to want to do. Or should we think of
               that as, you know, it may not be completed by year end. Or should
               we not think of that in the timetable.

Bob Walter:    Well I'll answer it from my perspective and, you know, I
               guess that exact question Bob and I didn't rehearse but I'll give
               a (unintelligible).

               I think that Syncor by itself has a lot to offer in broadening
               services and understand the nature of the discussions that have
               been going on with Bristol Myers and their franchise.

               I understand that we are in the front end of being able to talk
               about the broader relationship that Cardinal has to offer. I'm
               frankly not in any big hurry because I don't mean to sound
               egotistical about this. I frankly believe we have so much to
               offer it is in our best interest to take our time to craft the
               offering for as I said one or all three of the manufacturing
               partners.

               And this is - and so we need to find our way through this, how to
               do it. So I'm not fearful of not reaching some agreement quickly.
               On the other hand, you all know how Cardinal moves. We're
               certainly in a position to reach conclusions quickly.





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               Bob Funari and I understand well how we can link businesses
               together. You know, think what - we understand well our
               respective capabilities. Secondly, we understand well how we can
               link businesses together to create even more value.

               Frankly I think that all three of the manufacturers of the
               product would be interested in hearing about that. I'm not here
               to kind of tee up a competitive situation but we currently -
               these two organizations are currently offering services to all
               three of the manufacturers meaning (Niko Med) Bristol Myers and
               (Meloncrat).

               And so we will have discussions with all three of them and
               hopefully come out with an outcome that, you know, very confident
               will be positive to Cardinal.

               And certainly because I'm comfortable about the quality of the
               service, the combined service we can offer I'm sure it will be
               well desired and welcomed by these manufacturers.

               And, you know, but right now to get into what is our strategy and
               how we mix and match and all the rest of that stuff it doesn't
               make any sense. But from a time standpoint I'm under no pressure
               to reach a conclusion by this calendar year end.
               Bob do want to add anything to that?

Bob Funari:    Bob I think you've covered most of the points that I
               would have brought forward. Maybe just as a point of
               reinforcement (Larry) I think that clearly the combined
               capabilities of these two organizations opens potential
               opportunities that I would never have been able to talk about
               with (Don) or the other folks at BMS.





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               So I think Bob's quite correct that we almost have to step back
               and kind of rethink how we come at these discussions because they
               can be a lot deeper and more profound.

Bob Walter:    (Larry) I think, you know, this is not a new concept for
               Cardinal, the concept of bundling services together. I don't mean
               for - to, you know, for a pricing reason just how do you improve
               the value of one service by adding it to another service and, you
               know, the concept of cross selling.

               It's not unique, we've talked for a long time about how we do
               that on the provider side particularly at the hospital level. And
               we've reported to the market, you know, where we're making gains,
               combined gains.

               We also are talking about it much more often about - at the
               provider I'm sorry at the pharmaceutical technology area towards
               the manufacturer. I've talked and I said in my talk here that
               I've viewed ourselves and as I've been talking since '95 that yes
               we are a middleman.

               And as the middleman we provide services to the provider whether
               it's hospital, retail, clinics downstream or to the manufacturer
               upstream and those services are needed by both.

               And you have to have a cohesive business strategy but, you know,
               we broaden our service offerings both downstream and upstream. I
               view this as a broadening of service offerings. In one
               transaction a broadening of service offerings both downstream and
               upstream.

               So to try and talk through, you know, how do we service any one
               manufacturer different than the other. I think that would be
               inappropriate and





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               disrespectful of our relationships with our existing
               relationships with those two manufacturers.

               And frankly it's up to our creativity to figure out how to add
               additional value. But, you know, said as strongly as I can I'm
               very comfortable about the unique capability that Syncor has and
               Syncor and CPS combined bring. And then bring that all together
               with what Cardinal has. I'm very comfortable about what is the
               value we can deliver.

               And so  timing  wise we can move  quickly  but I don't  believe
               we're in a hurry.  There's no  pressure  to move  quickly.  Can
               we take another question?

Operator:      Your next question comes from (Robert Willoughby).

(Robert
Willoughby):   (Sean Harrington) in for (Robert Willoughby) thank you. I guess
               this question is for Bob Walter. Could you compare and contrast
               the profitability of the Syncor operations and your internal
               capability and what you think the combined entity might look
               like?

Bob Walter:    Well Bob the combined operations we - let's see where I
               can start. First of all, I'm going to focus just on nuclear
               pharmacy operations because as I've said we don't intend to be in
               the other businesses though Syncor has other businesses that are
               profitable and we do - but I'll lead. So we're just compare
               apples to apples nuclear pharmacy operations.

(Robert Willoughby):    Exactly.

Bob Walter:    Their models of delivery service are slightly different.
               The returns on sales frankly, the returns on sales at CPSI that
               had been reported earlier are slightly higher than the return on
               sales at Syncor.





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               We're still studying why is that and, you know, then we got the
               other issues whether unique services at Syncor provides and we
               want to make sure we understand, you know, what are those costs
               and what are the applications of those services into some of our
               existing pharmacies.

               So I'd say, you know, we start with saying there is some
               difference to profitability, it is not dramatic difference in
               profitability at the pharmacy level.

               The next thing is, is what's the profitability in the combination
               and we believe that there are a number of synergies that will -
               operational synergies now we're not talking about revenue
               generation of synergy. I'm talking about operational synergies.

               As I've said before this would - transaction would be accretive
               to us without consideration for any of these synergies but we
               have a long list that was developed by both Cardinal corporate
               people, CPSI and Syncor people.

               And reached agreement, okay when are - where are the
               opportunities here and we think there's a big opportunity for
               both parties to get more productive and improve our return on
               sales.

               With regard to capital, our use of capital the - you know I know
               that this is an area that Bob you pay a lot of attention to. As
               we break the businesses at Syncor apart the capital usage in the
               nuclear business is significantly - has significantly a higher
               turnover than capital use in their other businesses.

               So they already generate a very high return on capital. Could we
               get better? Sure. The return on capital at CPSI is also very
               high. The combined return on




                                                                         Page 20


               capital as they stand today in these two businesses would be the
               highest return on capital of anything that Cardinal has.

               So now can we improve on that? Yes probably in some areas as we
               continue to work hard on the accounts receivable area. But
               because frankly inventory turns over so fast, it sits there for
               about a minute but so, you know, hopefully that gives you some
               idea of what the opportunities are without getting too much into
               the numbers.

(Robert
 Willoughby):  Very helpful thank you and  especially  for the return comments.

Bob Walter:    Other questions?

Operator:      Your next question comes from (Len Yappi).

(Len Yappi):   Okay the old HIPA  recently  has  come out and  commented  that
               diagnostic  imaging  procedures are the fastest growing service
               expense they're seeing just about PET.  And I was wondering...

Bob Walter:    (Len) it's hard to hear you right  now.  You have to speak up a
               little bit.

(Len Yappi):   Okay I was - can you hear me now?

Bob Walter:    Yes sir.

(Len Yappi):   Okay the old HIPA, the center for Medicare, Medicaid has
               recently come out and stated that diagnostic imaging procedures
               are amongst the fastest growing services that they're seeing
               bills for especially PET which is growing at a very rapid rate.





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               I was wondering if you're seeing that reflected especially in
               Syncor's business if you could comment and specifically on PET,
               if that's the case what do you think is driving it?

Bob Walter:    Okay I'm going to ask Bob Funari if he would handle that
               and, you know, we are in both sides CPSI and Syncor are in PET
               and in the same similar areas but Bob's got a much better handle
               on the weekly and daily and monthly dynamics of the industry.
               So Bob what's your view on that?

Bob Funari:    Yeah (Len) let me kind of give you kind of summary here.
               We see some very exciting dynamics in PET today. Fifty three
               percent of the cancers that are diagnosed every year now have
               some form of favorable reimbursement or approval for use in PET.

               As we look at our own trends in terms of dose volumes going out
               of our pharmacies to support PET imaging procedures we see
               numbers that are up in the 25%-35% range in terms of month over
               month kind of growth rates.

               So it's clearly a very steep curve that we're riding at this
               point in time. There is a lot of fixed cost leverage in this
               business if you're in the isotope production end of the process.

               Typically a cyclotron has a breakeven point today somewhere
               between 16-18 doses per day and a capacity that's somewhere
               between 75%-80%.

               So there's a substantial amount of fixed expense leverage in this
               business as you begin to move over the breakeven point on a
               cyclotron and generate those on incremental doses.




                                                                         Page 22


               But clearly its' the applications and diagnosis of cancer today
               that are driving PET and the utilization of FDG. I would expect
               to see additional proprietary PET (unintelligible) coming to the
               marketplace in the years ahead and an expansion of the use of
               this tool to begin covering other diseases as well.

(Len Yappi):   Great thank you very much.

Bob Funari:    Your welcome.

Bob Walter:    Next question please.

Operator:      Your next question comes from (Chris McFadden).

(Chris
 McFadden):    Thank you, good afternoon and let me add my congratulations to a
               very smart deal. Could you talk a little Bob in terms of the
               combination, you know, sensitive to the (Zygris) Syncor
               relationship and what that's meant in terms of opening up some
               new potential paths for growth for the nuclear pharmacy business
               in light of the recent investment in TTS.

               Can  you  talk  about  where  you see  longer  term  points  of
               connection between those two businesses?  Thanks.

Bob Walter:    Okay thanks  (Chris).  We actually - you kind of preempted some
               things that I was  thinking  about  saying to close up a little
               bit.  The  lines  are   blurring   between   manufacturer   and
               distributor to provider to patient.

               They're blurring as manufacturers or providers are trying to
               achieve efficiency. They're blurring where unique services have
               to be developed by somebody and there's not unique capability at
               some level.




                                                                         Page 23


               They're blurring because products are changing, there's more
               specialized products that has to be handled in unique ways. And
               this whole demand for specialized pharmaceuticals and the needs
               of biotech and how you handle that - we've been talking about how
               important that is.

               We know in our stomachs that that's going to develop and so we're
               looking - this is a broader discussion, we're looking for ways to
               have more importance in this category.

               I view Syncor as a step and what I've said is - as I've said to
               our people internally that I view Syncor as a very important
               step, to accommodate Syncor with our CPSI and broadening that
               capability is a very important step, something that will be very
               profitable to us.

               But that Syncor - that this move by itself while it will be
               profitable and good is a lead into a lot of other capabilities
               and that's the homerun for us.

               Now I want to make a point that when I talk about these lines
               blurring we will not compete with our customers. Our customer is
               a manufacturer upstream and the provider downstream. We view
               ourselves as service providers to them to improve what they do.

               We've talked about the - some of these trends and as (Chris)
               brings up, you know, our whole - some of the recent initiatives
               in our PTS, pharmaceutical technology area is focused on that,
               you know, the ability to, you know, the capacity for
               (lyothalization) or sterile capabilities.

               And - because we recognizing that there's going to be strong
               growth and we're experiencing it. You know sold out capacity in
               some of our facilities and strong demand.






                                                                         Page 24


               So while I can't give you each piece of the puzzle, you know, for
               one I don't want everybody to know what else we might do next.
               But while I can't give you each piece of the puzzle my intuition
               about where we need to move and how to keep filling this puzzle
               up tells me that this is an important growth area for Cardinal in
               the future.

               So that's kind of how we see this broadly. Bob Funari is, you
               know, I know you have a similar vantage point or view point.
               Anything you want to say about that?

Bob Funari:    I again I think anything that I said or would say Bob
               would certainly be complimentary to your thinking here. I believe
               I think as you do that the era that we're entering into is going
               to be characterized by much more difficult, challenging and
               complicated products.

               And that we're going to need new skills and new capabilities to
               be able to get those products to the providers and to point of
               care. I would agree I think that pharmacy and the pharmacy
               capabilities that Syncor has built over the last 28 years are
               going to play a very important role in finding solutions for
               getting those products to where they need to get to.

               But it's not the only piece in the puzzle and like yourself we've
               recognized that it is a continuum going all the way from the
               molecule out to the patient. And that there are many pieces in
               that continuum that need to be well articulated and work well
               with each other in order to really have a successful solution.





                                                                         Page 25


Bob Walter:    Our issue really internally right now in this area is
               setting priorities for initiatives not trying to find
               initiatives. And so could we have a - next question please.

Operator:      Your next question comes from (Andrew Speller).

(Andrew
 Speller):     Hi guys I want to lend my congratulations as well on
               the deal. I'm a little bit more concerned here Bob with market
               share issues. Do you think given where we're at here with Central
               Pharmacy and Syncor being the leader, any issues there in terms
               of marketshare? And who are the regulatory bodies that have to be
               cleared here?

Bob Walter:    Well  good  morning.  There  are a  lot  of  regulatory  bodies
               mainly the SEC and certainly the FTC.

(Andrew
 Speller):     Are there any  nuclear  regulatory  bodies that have to sign
               off per say?  Nuclear regulatory commissions?

Bob Walter:    Well we're, you know, we comply with all those, you know,
               meaning CPSI does and Syncor does. So I, you know, we, you know,
               that's not the issue. I guess mostly what I think when you're
               talking about market share you're talking about FTC issues.

               And first of all, we - these transactions must clear those
               regulatory approvals and - including the expiration of any
               (unintelligible) waiting periods. We think this deal is very
               complimentary in terms of both product offerings and geographies.





                                                                         Page 26


               We're in the nuclear pharmacy business to a much lesser degree.
               The acquisition puts in many areas we're not already in and it
               enhances our ability to service the GPOs, the members and their
               customers.

               And our conversations with them would tell us that our customers
               would view this positively. Meaning yes, I'm talking downstream
               towards the provider and upstream towards manufacturer that our
               preliminary conversations with them would tell us this is a
               better offering to them.

               And so not to get into anything too technical about - around FTC
               discussion but, you know, we are confident we'll be able to
               provide a better service and that's something that makes the
               customer happy not something it makes them want to fight.

               In terms of overlaps there's more than sufficient actual and
               potential competition in every area. And in any event the
               companies have complimentary product lines.

               So this transaction shouldn't raise concern but we obviously
               don't want to talk it through over the airwaves. We really want
               to be able to put forth our points and develop understandings
               with the FTC and we certainly will respect their opinions. So
               that's where we are on it. Any other questions?

(Andrew
 Speller):     Just a quick follow up if I could. You guys have relationships
               through CPSI with (Meloncrat) and (Niko Med) with neither of you
               distributing that product. Syncor has the Cardiolite product. Are
               there any relationships that need to be ironed out there prior to
               this deal closing to get it done?






                                                                         Page 27


Bob Walter:    I'm not going to get into - (Andy) I'm not going to get
               into details of the relationship and who all has which
               relationships because the relationships are a little more
               complicated than that.

               What I would say to you is that each one of - that our management
               has talked as recent as this morning with each one of these
               manufacturers. I personally intend to be involved in it. And the
               reason I want to be involved in it is that I'm in the best spot
               to present all of Cardinal's offerings and create a value
               offering.

               And so out of respect to the existing relationships with each one
               of these manufacturers they today this is news to them and they
               are not fully up to speed on what all of our offerings are.

               So it's up to us to spend time with each one of them and have
               them understand what we can offer and make sure we understand
               what their objectives are.

               Again I go back to - I've been in the distribution business my
               whole life. I have a good intuitive sense about the strength of
               the distribution and when your commodity and when you have
               something to offer beyond just a commodity offering.

               And I would say this - I keep using the word unique capabilities.
               What that means is that you can offer something to someone else
               is not able to offer in the same way. And so we intend to put
               that offering forth.

               I tell you my intuition about this. And as I said I've been in
               lots of distribution businesses and talked - and have studied a
               lot of them. We have an incredibly unique offering to
               manufacturers and to the providers and it will be well received.





                                                                         Page 28



               And so, you know, just allow us the time to work out what those
               relationships are. This is not intended to be- we're going to
               take more of the value than we deliver. This is intended to be -
               we can deliver (unintelligible) combination more value to the
               manufacturer.

               So, you know, let us develop that and I don't really want to get
               too much in depth. We know where we're going and how we're going,
               you know, what our objectives are.

               But just let us develop that and trust that we understand the
               strengths of what we bring and the value of what it can bring to
               the manufacturers. Next question.

Operator:      Your final question comes from (Eric Coldwell).

(Eric
 Coldwell):    Thank you very much.  Can you hear me?

Bob Walter:    Yes sir.

(Eric
 Coldwell):    Great thank you very much. I'm curious Bob you
               mentioned synergies earlier in the conversation and you've not
               really detailed the synergies but expect they'll be accretive I
               believe I heard you say before synergies.

               I'm curious if you'll have any centers that can be consolidate as
               the merger comes together. And if so, how many? Can you kind of
               give a sense of type of markets. And then conversely how many
               centers will you need to add to the geography to sort of round
               out the market?





                                                                         Page 29



Bob Walter:    Okay the question is around have we studied combining the
               facilities? And yes we have studied that but we haven't reached
               conclusions to where there's opportunities to combine them or
               where there's opportunities to expand.

               Frankly, virtually every one of the 170 facilities is
               experiencing pretty strong growth. So it's not like we're sitting
               around, you know, and we have no growth in facilities with tons
               of excess capacity and you're just trying to consolidate.

               So, you know, that's something that we'll develop. We've
               speculated on where there's way to increase our productivity and
               keep in mind though this isn't just consolidating facilities. I
               mean we have - one of the really valuable assets here is a well
               trained, technically trained nuclear pharmacy team.

               And you take - and whether they're in one facility or two
               facilities they still have to compound and process and service
               the customer with advice and the compounding process.

               And so it isn't like you just put two facilities together and get
               rid of some nuclear pharmacist. That is a very valuable commodity
               that we work awfully hard to keep and so, you know, whether
               they're in one facility or two that's probably not the biggest -
               it's not a big issue.

               But, you know, there are opportunities to get synergies out of
               systems, of how we buy product and things like that. So we're
               outlining those, you know, we pretty quickly identified that they
               could be substantial or that they will be substantial and right
               now we're not prepared to say exactly how much that is.

(Eric
 Coldwell):    (Unintelligible)   lot  of  clarification  as  well.  Did  I
               understand   you're  going  to  be  exiting  all  international
               operations or that some may remain post-merger?




                                                                         Page 30


Bob Walter:    What we said is that our focus on this transaction is
               nuclear pharmacy. I think I also used words like that we intend
               to exit on a profitable basis - and expeditiously meaning quickly
               but all of these non-nuclear pharmacy businesses.

               On the other hand there are some that are complimentary and that
               are profitable and makes sense to keep. We're under no cash
               pressure to sell quickly so therefore we should and I would also
               point out that most of the assets are in the imaging centers and
               they're profitable and stable.

               So we're not worried that we have to exit quickly, take a short
               profit. So we're not worried about that. We have studied it in
               depth, as Bob also outlined they have been studying it in depth.

               So we know we will be exiting them. There's probably some
               facilities that are not imaging centers. Some businesses that we
               may keep but I would say relative to overall transaction it is
               very, very minor. It's really not even worth the discussion about
               it. So that gives you some sense of it.

               Let me wrap the call up by saying that this transaction is one
               we've contemplated for a long while. We've watched what Syncor
               has done and we've admired what they've done. We also could
               admire it from the vantage point of CPSI and had the chance to
               admire frankly what we've been able to accomplish in our team at
               CPSI.

               And so we know what we're getting involved in and know about the
               growth of the market that we're entering and the strength of
               these two companies. We also know about what this might become.






                                                                         Page 31



               And I would remind everybody that in 1994 Cardinal was a drug
               distribution business only and as we started thinking about what
               else we might become I would guess nobody on the phone today
               including myself could have dreamt of what we've become today.

               This is a new path, it's additive to what we do. It's certainly
               in an area that we're familiar with and it's an important step
               that will strengthen our presence in the healthcare market and so
               thanks to everybody for participating and we'll sign off.

Operator:      This concludes today's Cardinal and Syncor conference call.
               You may now disconnect.


                                       END

                           --------------------------
Except for historical information, all other information in this news release
consists of forward-looking statements within the meaning of the Private
Securities Litigation Reform Act of 1995. These forward-looking statements are
subject to risks and uncertainties that could cause actual results to differ
materially from those projected, anticipated or implied. The most significant of
these uncertainties are described in Cardinal Health's Form 10-K, Form 8-K and
Form 10-Q reports and exhibits to those reports, and include (but are not
limited to) the costs, difficulties, and uncertainties related to the
integration of acquired businesses, the loss of one or more key customer or
supplier relationships, changes in the distribution outsourcing patterns for
health-care products and/or services, the costs and other effects of
governmental regulation and legal and administrative proceedings, and general
economic conditions. Cardinal undertakes no obligation to update or revise any
forward-looking statements.

Information regarding the identity of the persons who may, under SEC rules, be
deemed to be participants in the solicitation of stockholders of Syncor
International Corporation ("Syncor") in connection with the proposed merger, and
their interests in the solicitation, is set forth in a Schedule 14A filed by
Syncor on June 14, 2002 with the SEC. Cardinal Health, Inc. ("Cardinal") intends
to file a registration statement on Form S-4 in connection with the transaction,
and Syncor intends to mail a proxy statement/prospectus to its stockholders in
connection with the transaction. INVESTORS AND SECURITY HOLDERS OF SYNCOR ARE
URGED TO READ THE PROXY STATEMENT/PROSPECTUS WHEN IT BECOMES AVAILABLE BECAUSE
IT WILL CONTAIN IMPORTANT INFORMATION ABOUT CARDINAL, SYNCOR AND THE
TRANSACTION. Investors and security holders may obtain a free copy of the proxy
statement/prospectus (when it is available) at the SEC's web sit at www.sec.gov.
A free copy of the proxy statement/prospectus may also be obtained from Cardinal
or Syncor. Syncor and its executive officers and directors may be deemed to be
participants in the solicitation of proxies from the stockholders of Syncor in
favor of the transaction. Information regarding the interests of Syncor's
officers and directors in the transaction will be included in the joint proxy
statement/prospectus. In addition to the registration statement on Form S-4 to
be filed by Cardinal in connection with the transaction, and the proxy
statement/prospectus to be mailed to the stockholders of Syncor in connection
with the transaction, each of Cardinal and Syncor file annual, quarterly and
special reports, proxy and information statements, and other information with
the SEC. Investors may read and copy any of these reports, statements and other
information at the SEC's public reference room located at 450 5th Street, N.W.,
Washington, D.C., 20549. Investors should call the SEC at 1-800-SEC-0330 for
further information. The reports, statements and other information filed by
Cardinal and Syncor with the SEC are also available for free at the SEC's web
site at www.sec.gov. A free copy of these reports, statements and other
information may also be obtained from Cardinal or Syncor. INVESTORS SHOULD READ
THE PROXY STATEMENT/PROSPECTUS CAREFULLY WHEN IT BECOMES AVAILABLE BEFORE MAKING
ANY VOTING OR INVESTMENT DECISION.


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