NHSS Procurement Review Workshop
Systems and Logistics
Barry Hurcombe
NSS Logistics
4th Nov 2014
NDC Activity
• NDC picks and ships c90,000 lines per week
• Over 3/4m items picked per week
• Annually c5m lines over 43m items
• Catalogue of c9500 stock keeping units (skus)
• Exceeding throughput budget of £140m this year
• Proven, well established transferable model
NDC Activity
NDC Revenue all Health Boards
• NDC continues to grow each year (14/15
Projection £144m) 50% growth over last 5
years
£200,000,000
£180,000,000
£160,000,000
£140,000,000
£120,000,000
• General medical supplies, Janitorial
supplies, non Pharmaceutical lines, Lab
supplies, Theatre lines + Primary care
supplies all within NDC coverage
£100,000,000
£80,000,000
£60,000,000
£40,000,000
£20,000,000
£07/08
08/09
09/10
10/11
11/12
12/13
13/14
14/15
• Rich in both data and expertise providing key performance data to help influence and
support positive change: Operational KPI measures, Benchmarking, non compliant spend,
preliminary demand management activity, SG Pandemic stock, support contract transition,
support local transport optimisation programmes, WPM implementation & system support &
maintenance, Cross Docking, Rationalisation / Consolidation
Rationalisation / Consolidation
12 Months NDC Revenue:Number of SKUs segmented by revenue value
• 53% of skus below £3k annual value
5000
4500
4000
• Over 3000 with spend below £900
3500
No of SKUs
NDC Product Overlap by SKU over 3mths
GG&C and A&A (excluding
Lan), 415
3153
3000
2500
2000
1500
A&A (excluding GG&C &
Lan), 706
1000
500
0
A&A and Lan (excluding
GG&C), 444
GG&C (excluding A&A &
Lan), 1373
Number of SKUs in Revenue Interval
£0 - £300
£301 - £600
£601 - £900
£901 - £1200
£1201 - £1500
£1501 - £1800
£1801 - £2100
£2101 - £2400
£2401 - £2700
£2701 - £3000
£3001 £2,400,000
1852
768
533
419
356
278
276
225
199
177
4359
• Commonality of product usage
across Health Boards is limited
Lan (excluding GG&C &
A&A), 1097
Lan and GG&C (excluding
A&A), 814
Commonality of products
NDC Product Overlap by SKU over 3mths
GG&C (excluding A&A &
Lan 1373
Commonality of products
NDC Product Overlap by SKU over 3mths
GG&C (excluding A&A &
Lan), 1373
Lan (excluding GG&C &
A&A), 1097
Commonality of products
NDC Product Overlap by SKU over 3mths
A&A (excluding GG&C &
Lan), 706
GG&C (excluding A&A &
Lan), 1373
Lan (excluding GG&C &
A&A), 1097
Commonality of products
NDC Product Overlap by SKU over 3mths
Lan and GG&C (excluding
A&A), 814
Commonality of products
NDC Product Overlap by SKU over 3mths
A&A and Lan (excluding
GG&C), 444
Lan and GG&C (excluding
A&A), 814
Commonality of products
NDC Product Overlap by SKU over 3mths
GG&C and A&A (excluding
Lan), 415
A&A and Lan (excluding
GG&C), 444
Lan and GG&C (excluding
A&A), 814
Commonality of products
NDC Product Overlap by SKU over 3mths
GG&C and A&A (excluding
Lan), 415
A&A (excluding GG&C &
Lan), 706
A&A and Lan (excluding
GG&C), 444
GG&C (excluding A&A &
Lan), 1373
15%
Lan (excluding GG&C &
A&A), 1097
Lan and GG&C (excluding
A&A), 814
• Does variability have an impact on patient safety?
• Does variability have a potential training impact?
• Does variability have an impact on savings?
NDC Activity
• NDC is a proven, well established and
transferable model
• So what’s next?
WPM / Theatre Stock Management
WPM service introduced in conjunction with migration to NDC
• Projected Benefits
• Releasing valuable clinical time (supporting time to care)
• Reduction in ward stock holding
• Reduction of ward stock obsolescence
• Standardised process for ordering and receipt
• Bar code data capture to avoid transposition errors
• Trained resource to manage stock on behalf of wards
WPM Consistency of Deployment
• Level 1 service for everyone
• Level 1, 2 & 3 service
• NDC Only counted
• Introduced in Primary Care
• WPM provided to Theatres
• Relationships well developed
• New items not included
• Reviews regularly carried out
• No consistency of ward stock layout
• All items counted
• Only available in Acute sites
• No WPM offered to Theatres
• Relationships strained
• New items added routinely
• Reviews not carried out
• Positioning of Ward stock consistent
across wards
Are we getting the most out of the system and the service ?
Is the local knowledge available to extract the information you need for decision making?
Is there an optimum approach we should all follow?
Do we need a web accessible solution?
Theatre Stock Management-Why?
• Limited visibility of real time stock availability and value
• Significant levels of overstock
• Reliance on manual stock control & ordering & knowledge of stores person
• Pockets of safety stock (squirreling)
• Limited electronic facility for batch control or tracking (Manual recording in place
in most areas)
• Limited ability to determine costs per procedure, or by patient or by clinician
• No ability to confirm or track consignment stock usage
• No linkage with Theatre’s procedure scheduling systems
• Impact of potential legislation on GS1 barcode scanning
Theatre Stock Management-Why?
• Limited visibility of real time stock availability and value
• System provides real time visibility of stock position and value
• Significant levels of overstock
• System holds optimum stock levels and reorders only after consumption
• Reliance on manual stock control, ordering & knowledge of stores person
• Stock requisition generated on consumption & interfaced through Pecos
• Pockets of safety stock (squirreling)
• System provides visibility of all stock held
• Limited electronic facility for batch control or tracking (Manual recording in place
in most areas)
• System will capture batch codes for tracking
• Limited ability to determine costs per procedure, or by patient or by clinician
• data extraction easily obtained for reporting
• No ability to confirm or track consignment stock usage
• System provides real time visibility of stock position and usage
• No linkage with Theatre’s procedure scheduling systems
• data extraction easily obtained for reporting
• Impact of potential legislation on GS1 barcode scanning
• Will be able to read GS1 barcodes
Theatre Stock Management
Current Programme Plan
• Powergate Pilot in place in Dumfries and Galloway
• NHS Tayside deployment of Powergate agreed and engagement
commenced
• NHS Lothian agreed in principle for Powergate deployment
• Keen interest in progressing Powergate Theatre Stock Solution expressed
from National waiting Time Centre , NHS Ayrshire and Arran and NHS
Lanarkshire
• View of experience from Chris Sanderson (NHS D&G)