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NHS Strategic Sourcing

Routes to Market – Opportunities for Suppliers Jim Miller Strategic Sourcing Director, National Procurement Owen Inglis-Humphrey Director of eProcurement and Systems, National Procurement Colin Sinclair Logistics Director, National Procurement. NHS Strategic Sourcing. Jim Miller

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NHS Strategic Sourcing

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  1. Routes to Market –Opportunities for SuppliersJim MillerStrategic Sourcing Director, National ProcurementOwen Inglis-HumphreyDirector of eProcurement and Systems, National ProcurementColin SinclairLogistics Director, National Procurement

  2. NHS Strategic Sourcing Jim Miller Strategic Sourcing Director

  3. The Opportunity Health Board Demand Market Developments Service Improvements Strategic Programmes Pharmacy Medical Equipment Consumables & Services Non-Medical

  4. TheProcess StrategicSourcing Toolkit Clinical Advisory Panel Options, trials, evaluation Local Implementation Solutions

  5. The Landscape • Category A - “buy once for Scotland” • Category B - “buy once for the sector” • Category C - “local/regional collaboration”

  6. Success • Successful implementation and delivery of a contract depends upon a number of areas including: • Contracts should be easy to use • They should be fit for purpose • They need to provide obvious value

  7. NHSeProcurement Owen Inglis-Humphrey eProcurement Director

  8. Shop window • Quality Content • Clear and informative • Accurate and timely • Appropriate and usable • It’s your shop window across NHSS

  9. The transaction • Clear and unambiguous • Quick and easy • Based on (Shop Window) content • Automated transfer • It’s our request to you

  10. The invoice • Accurate and timely • Clear and unambiguous • Based on thetransaction • Automated transfer • It’s your request to us

  11. NHS Logistics Colin Sinclair Logistics Director

  12. National Logistics Strategy – Key Elements • Single NDC for NHS Scotland • High Quality Customer Focused Service • Consistent Service Delivery • Wider Availability of Product from One Central Source • Drive Logistics Savings • Link to National Procurement Strategy • Strategic Sourcing • eP&S “An effective, efficient and consistent Logistics service is vital to support front line staff in delivering high quality patient care”.

  13. Commodity Groups - A Commodity Groups - B CommodityGroups - C Selected commodities Suppliers 800 Major Distributors (Fewer) NHSS NDC NHS Delivery Points (600+) NHSS Requisition Points (50,000) Customers 150,000 Logistics Infrastructure for NHSScotland Efficient IT enabled processes Accountable and measurable Service Visibility Managed Suppliers Customer driven & defined services Costs reduced Modern Infrastructure High control of the supply chain High Reliability Best Practice Service

  14. Consistent Service Level Management Information Cost to Serve Route to Market Access to more routes to market & increased sales channel Enhanced reputation Provide best in class info about NHS activity Increased order consolidation Reduced supply chain costs through consolidation & access to network Less lost sales supported by the NHS Brand Reduced uncertainty Reduced costs of tendering, ordering & invoicing Increasing Supply Chain Performance Working with NP

  15. Establish Develop Fully Exploit Phase 3 Phase 1 Phase 2 7 yrs + 0-3 yrs 3-7 yrs Other public sector Print Pharmacy Catering food £500 million £5-25 million benefit pa Dressings theatres Urology CSSD INCREASING INFLUENCE Home delivery Estates Medical Surgical Continence £100 million £2-10 million benefit pa Stoma care Desktop stationery Ward Provisions Hotel Services products Bulk paper Disposable linen £115 million £7.5 million net benefit pa The Logistics Strategy Will Be Further Developed to Cover a Wider Scope of Commodities and Services to Drive Out Additional Benefits

  16. The NHS Scotland Future Logistics Supply Chain Vision Goes Beyond Developing a Modernised Infrastructure. • NHS Scotland understands that there is a link between Healthcare Policy and the supply chain impact of those policies. • What items are bought, how they are bought, how and where they are consumed • Understanding the impact of future trends. Examples: • changing demographics, increased home delivery of patient care • changing clinical practice • changing infrastructure for healthcare delivery • How these future changes manifest in terms of physical delivery • How to provide these services efficiently and effectively • Working with suppliers to embrace change and enhance capability The Logistics strategy is a key component of the wider NP Strategy.

  17. Question and Answer Delegate Open Forum

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