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医疗大健康 | 在第二波疫情冲击之前恢复医疗保健供应链的4种方法

来源:澳门赌搏网站大全 发布时间:2020-08-19       点击数:62

医疗机构不应试图将供应链服务恢复到流行前的水平,而应将重点放在更具成本效益和效率的运营上。

到目前为止,我们在COVID-19大流行期间所了解到的是,医疗保健组织还没有准备好应对如此大规模的个人防护设备(PPE)和病人服务需求。大多数人会同意,在流行病前医疗保健供应链中行业标准低于其他行业的标准,但这场大流行暴露了其高高在上运作模式的崩溃、提供服务的弱点 。最重要的是,要为维护金融稳定的付出更多的努力。

医疗用品短缺给医院网络造成了压力和限制,刺激了创新、替代供应来源和替代的需要。 在大流行之前,医疗保健供应链占一个医院组织开支的35%左右,并部分地成为CFO的重点领域。随着供应的稀缺性和成本的增加,医疗保健供应链现在在医疗保健组织中的重要性大大提高。


 医疗保健领导人正在寻找能推动业务效率和成本降低的供应链,具体来说,医疗供应链的需求包括以下:

1. 实现成本降低,以对正在减少的收入有所帮助

2. 获得PPE在整个医疗生态系统中的可见性和创造更好的库存可见性

3. 与供应商建立更智慧的欺诈识别和降低风险体系

4. 在COVID-19大流行“第二波”之前,制定更具弹性的寻源和采购程序

5. 更快地分销到前线


医疗保健组织不应该再试图将供应链服务恢复到流行前的水平,而是应该提高成本效益和效率,变得更有弹性。这将使设备和库存更快地分配到前线,更好地整合临床和供应连锁经营,更快地在整个医疗保健生态系统中集中决策和沟通。

医疗保健供应链关键趋势一:

具体而言,技术促进因素正走在前列,包括基于云的ERP和先进的分析。有了这些推动因素,自动化、数字化供应链工具和更准确的库存分配可以提高采购、库存管理和临床业务的效率。此外,它还可以在临床和ERP系统之间实现更好的集成和互操作性,以同步项目和供应商的跟踪以及货物和费用的往来。


医疗保健供应链关键趋势二:

围绕整个医疗保健网络的集中采购、寻源和库存管理的决策管理,操作模型、协议等。

在大流行期间使用的许多操作模型首次包括了标准指标、数据和报告。虽然信息和数据的准确性并不总是明确的,但将这些新的模型和数据制度化已成为新的工作方式的重中之重。 控制塔、指挥中心和、指挥中心和仪表板来获取信息及时协调各方。


医疗保健供应链关键趋势三:

最大的趋势是从精益实践转向风险缓解和弹性。这包括建立安全库存分配战略,寻找和确保替代供应来源,使用当地和本土供应商,以及创新协议的重新使用和/ 或者新类型的PPE。

这些趋势侧重于实现降低成本、提高库存能见度、更智慧的反欺诈和减少风险、有弹性的采寻源和采购以及更快地向销售渠道配送。


建立一个更强大和更有弹性的医疗保健供应链需要推进以下四个领域:

领域一:

需求与供给匹配


由于可能出现COVID-19爆发的“第二波”,由于零星需求,因此对短缺和分配作出更好的预测至关重要。

使用先进的分析工具来理解这些需求信号和建立预测预测模型将提供更好和更准确的最低库存水平的规划,此外对召回产品和过期库存也要执行库存周期计数和估值,以重置准确的库存,按地点,垃圾箱和仓库分配跨越供应网络。


领域二:

 可靠的寻源和采购


 医疗用品短缺给医院网络造成了压力和限制,刺激了替代供应来源、定价差异、合同风险增加、项目替换违规。有很多关于以400%的高价购买PPE和接受N95面具不符合监管标准的报道。现在是时候实行合理的替代采购策略和更新批准供应商名单。调查与新的替代供应商的合同优化(包括条款、条件、定价、到期和保证),并制定新的供应商资格政策,减少欺诈和风险。


领域三:

数据和报告的速度


确定适当的系统和程序,以跟踪和报告整个医院网络的关键供应水平已成为高管和临床团队的首要任务。现在是领导人加快投资和使用ERP和人工智能技术的时候了。

 许多组织已经建立了中央仪表板、控制塔和数据和报告(包括治理)的标准度量)。


领域四:

降低了操作模型的复杂性


 这一流行病导致了更复杂的运作模式,特别是在非整合的医疗保健组织。现在是时候评估经验教训,完善供应团队应对操作模式 ,这包括完善执行活动的决策权利、作用、流程和政策。 


实施务实的沟通和变革管理,以支持更综合的临床和供应链过程,一直是领先组织的一个关键重点。


现在是医疗保健组织采取行动和加强其供应链的时候了。大流行病不会等待,病人也有需要。卫生保健组织必须立即采取行动 维持财务和业务稳定。


Healthcare organizations shouldn't try to restore supply chain service to pre-pandemic levels, rather, they should focus on greater cost-effective and efficient operations.


What we have learned so far during the COVID-19 pandemic is that healthcare organizations were not ready for such massive waves of demand for personal protective equipment (PPE) and patient services. Most would agree that pre-pandemic conditions within healthcare supply chains were below the standards of other industries, but the pandemic exposed broken operating models, weaknesses in providing supplies to the front lines, and most of all, a greater struggle to maintain financial stability.


The shortage of medical supplies has caused stress and constraints on hospital networks, spurring the need for innovation, alternative sources of supply and alternative ways of working. Before the pandemic, the healthcare supply chain represented about 35% of a hospital organization’s expense and was loosely a focus area for CFOs.

With scarcity and cost of supplies increasing, the supply chain has now elevated its importance within the healthcare organization.

Healthcare leaders are looking to the supply chain to drive operational efficiency and cost reductions. Specifically, the focus on the healthcare supply chain has brought the following needs to the front:


· Achieving cost reductions to help with decreasing revenues

· Gaining access to PPE and creating better inventory visibility across the healthcare ecosystem

· Establishing smarter fraud identification and increased risk reduction with vendors


· Developing a more resilient sourcing and procurement process prior to a "second wave" of the COVID-19 pandemic


· Getting faster distribution to the front lines


No longer should healthcare organizations try to restore supply chain service to pre-pandemic levels, but rather, they should elevate their capabilities for greater cost-effective and efficient operations to become more resilient and develop a position of strength. This will allow for faster distribution of equipment and inventory to the front lines, better integration between clinical and supply chain operations, and quicker centralized decision-making and communication across the healthcare ecosystem.

There are some emerging trends surfacing as mission-critical for the healthcare supply chain.

Specifically, technology enablers are coming to the forefront, including cloud-based ERP and advanced analytics. With such enablers, automation, digitized supply chain tools and more accurate inventory allocation can drive efficiencies across procurement, inventory management and clinical operations. In addition, it can achieve better integration and interoperability between clinical and ERP systems to synchronize item and vendor tracking and the flow of goods and costs to and from the Emergency Room.


Another trend is the centralization of sourcing, procurement and inventory management across the healthcare network, which includes new operating models, protocols, and decision-making around inventory procurement.

 For the first time, many operating models used during the pandemic have included standard metrics, data and reporting. Although the accuracy of information and data has not always been clear, the need for institutionalizing these new centralized models and data has become paramount to new ways of working. Increased usage of control towers, command centers and dashboards is making information visible and timely, coordinating all parties.

 However, the biggest trend is a pivot from lean practices to risk mitigation and resiliency. This includes building safety stocks with isolated allocation strategies, finding and securing alternate sources of supply, using local and onshore vendors, and innovation protocols in the reuse and/or new types of PPE.

These trends focus on achieving cost reduction, better inventory visibility,smarter fraud and risk reduction, resilient sourcing and procurement and faster distribution to the front lines.

Building a stronger and more resilient healthcare supply chain requires advancing the following four areas:

1. Demand and supply matching

Better forecasting around shortages and allocation is critical, due to sporadic demand because of a possible "second wave" of the COVID-19 outbreak.

Using advanced analytical tools to understand these demand signals and build predictive forecasting models will provide better and more accurate planning for minimum inventory levels, in addition to recall and expiration inventory. Performing inventory cycle counting and valuation is also important to reset accurate inventory by location, bin and warehouse allocation across the supply network.


2. Reliable sourcing and procurement

The shortage of medical supplies has caused stress and constraints on hospital networks, spurring alternative sources of supply, pricing variances, increased contract risk, item substitutions and non-compliance.

There are many stories about buying PPE at 400% inflated prices and receiving N95 masks not meeting regulatory standards. Now is the time to rationalize alternate sourcing strategies and update approved vendor lists. Investigate contract optimization with new alternative vendors (including terms, conditions, pricing, expiration and warranties) and put in place new vendor qualification policies to reduce fraud and risk.

To help drive these efforts, many healthcare organizations have established central procurement processes and buying approvals, and have put in place new innovation protocols to deal with reuse and substitute items.


3. Speed of data and reporting

Determining the appropriate systems and leading processes for tracking and reporting critical supply levels across hospital networks has become paramount to executives and clinical teams. Leaders are now expediting the investment and use of ERPs and artificial intelligence technologies alongside and legacy systems.

Many organizations have established central dashboards, control towers, andstandard metrics for data and reporting (including governance). In addition, they are embarking on new efforts to cleanse item and vendor master data, particularly for new and substituted items.


4. Reduced operating model complexity

The pandemic has resulted in more complex operating models, especially in non-integrated healthcare organizations. Evaluating lessons learned and refining supply team response operating models should be carried out now. This includes refining decision rights, roles, processes and policies for executing activities.

Implementing pragmatic communications and change management to support a more integrated clinical and supply chain process has been a key focus of leading organizations.

Now is the time for healthcare organizations to take action and to strengthen their supply chains. The pandemic will not wait and patients are in need. Healthcare organizations must take immediate steps to maintain financial and operational stability.



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