When a supply chain system is functioning well, it is a hospital’s silent partner: drugs and supplies are manufactured, purchased, transported, shipped through customs, unloaded, inspected, and stored in an efficient and reliable manner. It is only when a supply chain system breaks down - for example, when a necessary antibiotic is stocked out or expired - that health care providers usually take notice. Unfortunately, poorly performing supply chains are all too common, especially in low and middle income countries. Many organizations in these countries have supply chain systems that rely too heavily on existing staff who may not have the time, motivation, or formal training to complete core supply chain operations. Some argue that clinicians should take an active role in the decision-making related to their organization’s supply chain practices.
To discuss strategies for building clinically integrated supply chains, GHDonline is pleased to welcome the following panelists for this Expert Panel, hosted from October 19th - 23rd:
• Oluwaseun Ayanniyi, CSCP, MS, B.Pharm - Quantification Advisor, SCMS project at Partnership for Supply Chain Management (PFSCM)
• Yasmin Chandani, MPH - Project Director, inSupply at John Snow, Inc
• Jesse Greenspan, MSPH - Planning Manager for Haiti at Partners In Health
• Scott Kellerman, MD, MPH - Clinical Advisor, Partnership for Supply Chain Management
• Andrew MacCalla, MA - Director, International Programs & Emergency Response and Prep at Direct Relief
• Luis Martinez Juarez, MD, MPH - Director of Operations for Mexico at Partners In Health
During our week-long discussion, panelists will address the following questions:
1. How can a healthcare organization involve clinicians in the supply chain operation without overburdening them?
2. How does your organization bridge the gaps (technical, communication, etc) between clinicians and supply chain experts?
3. How does your organization help clinicians balance supply chain responsibilities alongside their primary responsibility of providing quality patient care? How can you persuade reluctant clinicians to become engaged in supply chain management operations?
4. What training, systems, and standard operating procedures has your organization adopted to ensure that clinicians become effective members of the supply chain operation?
5. What are some of the key benefits of a clinically-integrated supply chain? What evaluations have you implemented regarding the impact of clinically-integrated supply chains?
We look forward to a rich discussion next week – please join the conversation and share your questions or comments!