3 research outputs found
Developing Inventory Management Policy for Drugs with Medium and Low Consumption Value in Hospital
āļāļāļāļąāļāļĒāđāļ āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđ: āļĒāļēāđāļāđāļāļāļĢāļąāļāļĒāļēāļāļĢāļŠāļģāļāļąāļāđāļāđāļĢāļāļāļĒāļēāļāļēāļĨ āļāļķāļāļāđāļāļāļĄāļĩāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāđāļŦāđāļĄāļĩāđāļāļĩāļĒāļāļāļāļāđāļāļāļēāļĢāļĢāļąāļāļĐāļēāļāļđāđāļāđāļ§āļĒ āļāļēāļāļ§āļīāļāļąāļĒāļāļĩāđāļĄāļĩāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļāļ·āđāļāļāļģāļŦāļāļāļāđāļĒāļāļēāļĒāļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄāđāļāļāļēāļĢāļāļąāļāļāļēāļĢāļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļāļĒāļēāļāļĩāđāļĄāļĩāļĄāļđāļĨāļāđāļēāļāļēāļāļāļĨāļēāļāđāļĨāļ°āļĄāļđāļĨāļāđāļēāļāđāļāļĒ āļ§āļīāļāļĩāļāļēāļĢāļĻāļķāļāļĐāļē: āļāļēāļĢāļ§āļīāđāļāļĢāļēāļ°āļŦāđāđāļāļĒāļāļēāļĻāļąāļĒāļāđāļāļĄāļđāļĨāļāļēāļĢāđāļāđāļĒāļēāļāļĢāļīāļāđāļāļāļāļĩāļāļāļāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļĢāļąāļāļāļĢāļāļĩāļĻāļķāļāļĐāļē āđāļĨāļ°āđāļāļĢāļĩāļĒāļāđāļāļĩāļĒāļāļāđāļĒāļāļēāļĒ Min/Max āļāļĩāđāđāļĢāļāļāļĒāļēāļāļēāļĨāđāļāđāđāļāļāļąāļāļāļļāļāļąāļāļāļąāļāļāđāļĒāļāļēāļĒāļāļĩāđāđāļāđāļāļēāļāļāļēāļĢāļāļāļāļ§āļāļ§āļĢāļĢāļāļāļĢāļĢāļĄ āļāļēāļāļāļēāļāļ§āļīāļāļąāļĒāļāļĩāđāļāđāļēāļāļĄāļēāđāļāđāļĄāļĩāļāļēāļĢāļĻāļķāļāļĐāļēāļāđāļĒāļāļēāļĒāļāļēāļĢāļāļąāļāļāļēāļĢāļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļāļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄāļāļāļāļāļĨāļļāđāļĄāļĒāļēāđāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļāļĩāđāļĄāļĩāļĄāļđāļĨāļāđāļēāļŠāļđāļ (āļĒāļēāļāļĨāļļāđāļĄ A) āđāļāđāļĨāđāļ§ āļāļēāļĢāļĻāļķāļāļĐāļēāļāļĩāđāļĄāļļāđāļāļāļĩāđ āļāļĨāļļāđāļĄāļĒāļēāļāļĩāđāļĄāļĩāļĄāļđāļĨāļāđāļēāļāļēāļāļāļĨāļēāļ (āļĒāļēāļāļĨāļļāđāļĄ B) āđāļĨāļ°āļāļĨāļļāđāļĄāļĒāļēāļāļĩāđāļĄāļĩāļĄāļđāļĨāļāđāļēāļāđāļāļĒ (āļĒāļēāļāļĨāļļāđāļĄ C) āļāļĨāļāļēāļĢāļĻāļķāļāļĐāļē: āļŠāļģāļŦāļĢāļąāļāļĒāļēāļāļĩāđāļĄāļĩāļĄāļđāļĨāļāđāļēāļāļēāļāļāļĨāļēāļāđāļĨāļ°āļĄāļđāļĨāļāđāļēāļāđāļāļĒ āļāđāļĒāļāļēāļĒ Min/Max āđāļĄāđāđāļŦāļĄāļēāļ°āļŠāļĄāđāļĄāļ·āđāļāđāļāļĩāļĒāļāļāļąāļāļāđāļĒāļāļēāļĒāļāļ·āđāļāļāļĩāđāļāļāđāļāļ§āļĢāļĢāļāļāļĢāļĢāļĄ āđāļāļĒāļāđāļĒāļāļēāļĒ Min/Max āļāļķāđāļāļāļīāļāļēāļĢāļāļēāđāļāļĩāļĒāļāļāļąāļāļāļąāļĒāļāđāļēāļāļāļĢāļīāļĄāļēāļāļāļ§āļēāļĄāļāđāļāļāļāļēāļĢāđāļāļĩāļĒāļāļāļąāļāļāļąāļĒāđāļāļĩāļĒāļ§āđāļāļĒāđāļĄāđāļŠāļāđāļāļāļ§āļēāļĄāļŠāļģāļāļąāļāļāđāļēāļāļāļēāļĢāļĢāļąāļāļĐāļēāļāļ°āđāļĄāđāđāļŦāļĄāļēāļ°āļŠāļĄāđāļāļ·āđāļāļāļāļēāļāļāļēāļāļāļģāđāļŦāđāđāļāļīāļāļāļēāļĢāļāļēāļāđāļāļĨāļāđāļĨāļ°āđāļāļīāļāļāļēāļĢāđāļāđāļāļŠāļīāļāļāđāļēāļāļķāđāļāđāļāđ Â āļŠāļĢāļļāļ: āļāļāļ§āđāļēāļāļēāļĢāļāļģāļŦāļāļāļāđāļĒāļāļēāļĒāļāļēāļĢāļāļąāļāļāļēāļĢāļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļāđāļāđāļĢāļāļāļĒāļēāļāļēāļĨāļāļąāđāļ āļāļ§āļĢāļāļ°āļāđāļāļāļāļģāļāļķāļāļāļąāļāļāļąāļĒāļāļēāļāļāđāļēāļāļāļ§āļēāļĄāļāđāļāļāļāļēāļĢāđāļĨāļ°āļāļ§āļēāļĄāļŠāļģāļāļąāļāđāļāļāļēāļĢāļĢāļąāļāļĐāļēāđāļāļāļĢāđāļāļĄāļāļąāļ āļāļģāļŠāļģāļāļąāļ: āļāļēāļĢāļāļąāļāļāļēāļĢāļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļ, āđāļĢāļāļāļĒāļēāļāļēāļĨ, āļĒāļē Abstract Objective: Drugs are the important resource of the hospital. The hospital keeps stock and manages drug inventory in order to ensure adequate on-hand inventory for patients. This study aimed to determine inventory policy suitable for drugs with medium and low consumption value. Methods: This study used historical drug demand data of a large government hospital to test the existing Min/Max inventory policy against other policies found in the literature. Since policy suitable for drugs with high consumption value (group A) was known, we focused on drugs with medium (group B) and low (group C) consumption value. Results: For groups B and C, the Min/Max inventory policy was not suitable compared with the others from the literature. This was because it took only the consumption value, the drugsâ clinical importance, into account. The sole Min/Max policy could potentially cause shortage and overstock. Conclusion: To apply a proper inventory management policy for drugs in the hospital, clinical factors, in addition to consumption value, should be taken into consideration. Keywords: inventory management, hospital, drug
The adoption of vendor managed inventory for hospital pharmaceutical supply
The study investigates Vendor Managed Inventory (VMI) for the supply of medicines between distributors and hospitals to identify factors that may affect VMI adoption. Multiple case studies are conducted involving five organizations (three hospitals, one distributor, and one manufacturer/ supplier). Four dyadic relationships are identified. Triangulation techniques are used in data collection, including interviews, site visits and document analysis to enhance reliability and validity. Case studies have been analyzed individually and comparatively. Two types of VMI initiatives â public and private sector - are identified in the supplier/hospital context. The public sector supplier focuses on improving service level while the private sector supplier seeks to strengthen relationships with key customers. Hospital characteristics, including the type of hospital, top management perspectives, and the hospitalâs willingness to share information, are critical in decisions on VMI initiation or termination. Relatively stable demand products are preferred for a VMI approach. Hospitals may perceive risks in VMI adoption for medicines as it involves relinquishing control of critical supplies and may result in âlock-inâ with a particular supplier. The paper provides supply side and demand side perspectives on VMI adoption in an important sector. It highlights the need for greater understanding of the perceived and actual risks in VMI from the perspective of both the hospital and the supplier and for much clearer advice on which pharmaceutical products are appropriate for VMI control in a hospital context. VMI is advocated as being beneficial in many supply contexts. However, it may be challenging to implement. This study identifies a range of factors that affect the adoption of VMI in hospital pharmaceutical supply chains. The cases have been conducted in one country, which may affect the generalization of the findings. Wider empirical evidence from other countries in both developed and less developed regions will be beneficial
ZarzÄ dzanie ÅaÅcuchem dostaw w sÅuÅžbie zdrowia: perspektywa micro i makro
Background: The concept of supply chain management is to coordinate and collaborate among supply chain players in order to achieve system efficiency. Supply chain coordination and collaborations deal with the connection of operations throughout the chain with material and information flowing smoothly across these supply chain operations in achieving efficiency. Healthcare supply chain is one of such complex systems involving many stakeholders in the supply chain. Coordinating a single platform for these stakeholders is a challenge by achieving smooth flow of operations on this platform. Therefore, the purpose of this paper is to explore the operations in this healthcare supply chain materials and information flows across the players at two levels, macro and micro perspective.
Methods: The supply chain infrastructure enabling efficiency is investigated in the hospital environment. Multiple case studies have been conducted at 13 hospitals which include secondary hospitals and primary hospitals. Triangulation techniques, including interviews, site visiting and document analysis, are employed for data collection so as to enhance reliability and validity of the study.
Results and conclusions: The study found that the healthcare supply chain efficiency could be achieved at 2 levels, namely supply chain level and firm level. The main concerns of the organizations of both levels are process efficiency and patient safety.WstÄp: ZarzÄ
dzanie ÅaÅcuchem dostaw to koordynacja i kooperacja pomiÄdzy rÃģÅžnymi podmiotami, bÄdÄ
cymi czÅonkami tego ÅaÅcucha w celu osiÄ
gniÄcia jak najwyÅžszej efektywnoÅci dziaÅania. Koordynacja i kooperacja ÅÄ
czy siÄ nieodzownie z tworzeniem poÅÄ
czeÅ pomiÄdzy operacjami w obrÄbie ÅaÅcucha dostaw, przepÅywÃģw materiaÅowych i informacyjnych. ÅaÅcuch dostaw sÅuÅžby zdrowia jest skomplikowanym systemem wÅÄ
czajÄ
cych wielu udziaÅowych do ÅaÅcucha dostaw. Koordynacja pojedynczej platformy dla tych wspÃģÅudziaÅowcÃģw w celu osiÄ
gniÄcia pÅynnego przepÅywu operacji jest duÅžym wyzwaniem. Celem tej pracy jest rozpracowanie operacji w obrÄbie ÅaÅcucha dostaw sÅuÅžby zdrowia, obejmujÄ
cego przepÅywu materiaÅowe jak i informacyjne na dwÃģch poziomach: makro oraz mikro.
Metody: Analizie zostaÅa poddana infrastruktura ÅaÅcucha dostaw szpitali umoÅžliwiajÄ
ca osiÄ
gniÄcie efektywnoÅci operacji. Badania te zostaÅy wykonane w 13 szpitalach dwÃģch szczebli organizacyjnych. Techniki trÃģjkÄ
tne, obejmujÄ
ce wywiady, wizyty w poszczegÃģlnych obiektach oraz analizÄ dokumentacji zostaÅy uÅžyte w celu zebrania danych o wymaganym stopniu rzetelnoÅci.
Wyniki i wnioski: EfektywnoÅÄ ÅaÅcucha dostaw sÅuÅžby zdrowia moÅžna uzyskaÄ na dwÃģch poziomach, a mianowicie na poziomie caÅego ÅaÅcucha dostaw jak i na poziomie poszczegÃģlnej firmy. Najistotniejszym czynnikiem determinujÄ
cych sposÃģb organizacji na obu poziomach jest efektywnoÅÄ oraz bezpieczeÅstwo pacjentÃģw