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Pharmacist Checking Medicine

Supply Chain Management

In the global healthcare sector, supply chain and operations management are critical to a hospital or clinic's success. Without effective practices across clinical and non-clinical practices tied to external suppliers, facilities cannot achieve their financial objectives and encounter labor and material shortages that impact patient health and quality.  Worldwide, a vicious cycle of waste and inefficiency costs a facility up to 30% of its spending and affects its ability to provide essential clinical services to a community.  

 

When hospitals and clinics undertake exercises to design and integrate supply chain and non-clinical operations across their hospitals and facilities, performance improvements can become immediate and significant.   These exercises identify the inefficiencies, redundancies, and waste that exist in the present state to develop standard operating procedures to improve quality, efficiency, service, culture, and cost.  

 

In today’s healthcare environment, hospitals and clinics can avoid the chaos and vicious cycle of performance challenges by intentionally integrating their facilities across clinical and non-clinical functions.

The Opportunity

Creating an integrated hospital/clinic design encompasses the following:

  • Stage One: Documenting the “Current State” of People, Processes and Technologies:

    • People: The “who” does what across all clinical, non-clinical-supply chain, and administrative functions.

      • Clinical and non-clinical internal staff.

      • External parties (distributors, suppliers, external administrators, etc.)

 

  • Process: Document processes within and across functions.

    • Standard Operating Procedures (SOPs) to the extent they exist.

    • Training materials to the extent they exist.

    • Control procedures (performance measurement) to the extent they exist.

 

  • Technology: Document technology inventory and integration across other technologies, within processes, and how it interfaces with staff and external parties (people).

    • Information systems (software, web-based applications, EHRs, etc.)

    • Information systems hardware (servers, interfaces, etc.)

    • Connected medical devices, etc.

    • Power systems and backup.

Hospitals and clinics in some countries require some form of standard operating procedures to meet regulatory and accreditation requirements. Still, even where it is needed, it isn’t put into practice across the facility, as is evidenced by a lack of understanding of waste, inefficiency, and service levels.  Only through detailed knowledge of a hospital or clinic can improvement occur.

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