Ice Breaker

Ask your partner:

His/her name, designation, and place where they came from

His/her expectation for this workshop

Be prepared to introduce your new partner to the large group along with his/her expectations.

Workshop Objectives

Identify HR challenges for SCM

List the five building blocks that constitute a systematic approach to HR in SCM and discuss their interrelationship

Describe global HR initiatives for SCM and specifically articulate the role of the People that Deliver Initiative and how to interact with its leadership and membership

Explain how to assess HR for SCM using Human
Resource Capacity Development for Public Health
Supply Chain Management: Assessment Guide & Tools

Apply lessons learned to address the identified HR for
SCM challenges

Why supply chains matter?

Billions of dollars have been spent on procuring lifesaving medicines and other health commodities

Investments must be made in the supply chain, including infrastructure , facilities , planning , operations , and
HR workforce to procure and deliver the right products, to the right place, in the right quantities, in the right quality, for the right cost at the right time.

Effective supply chains are the cornerstone of any successful health care system

NO PRODUCT....NO PROGRAM

Definitions

Supply Chain: a system of organizations, people, activities, information, and resources involved in moving a product from suppliers to customers

Logistics: the process of getting products through the supply chain from the point of origin (manufacturers) to the point of use.
– Logistics is broken down into the operational components of supply chain management: quantification, procurement, storage, transport, inventory management, information system, etc .

Supply chain management: The active oversight of the supply chain including the planning and management of logistics activities, the coordination and collaboration of stakeholders, and addressing supply and demand dynamics at the international level .

Source: Steele, Pamela, 2014: GAVI Supply Chain Strategy People and Practices Evidence Review. This report was developed for GAVI
Alliance by the People and Practice Working Group for GAVI Supply Chain Strategy Initiative

Supply Chain Cycle

Defining the Supply Chain
Workforce

The supply chain workforce includes a variety of people who are dedicated to fulfilling logistics activities at national, district, and health facility levels, such as pharmacists, logisticians, supply chain managers, data managers, and warehouse and transport personnel.

It also includes key personnel who contribute only a portion of their time to supply chain functions, such as doctors, nurses, and other clinical and administrative staff, all of whom function within a coordinated system to provide appropriate, effective, and affordable medicines and commodities.

Source: Applying the HRH Action Framework to Develop Sustainable Excellence in the Health Supply Chain Workforce. 2013. Capacity Plus

Current issues in HR for SCM

HRH is part of health systems strengthening where there is currently a global shortage of healthcare workers.

With an increase in global investments in health commodities there is an increased strain on national supply chain systems and staff who run them.

Health supply chains are complex with multiple functions that require, tools, infrastructure, procedures, personnel and management to run them properly.

In many countries the personnel who are asked to run the supply chain are under-qualified and not well supported resulting in poor medicine availability.

Countries need to change their approach, paying more attention to the human resources that run supply chains, making them more professional.

HR for SCM Challenges &
Requests



Six Rights of Supply Chain
Human Resources
An effective supply chain involves ………
Six Rights of Supply Chain Human Resources

Engaging the right people …

In the right quantities …

With the right skills …

In the right place …

Paid the right salary …

At the right time ….
…to implement the procedures that direct supply chain operations and ensure the supply of health commodities

Impact of Human Resources on
Supply Chain Performance
Organization and Staffing
Logistics
Management
Information System
Product
Selection
Procurement
Inventory Control
Procedures
Warehousing and Storage
Forecasting
Organizational
Support
Transport and
Distribution
Product
Use
Finance/Donor Coordination/

Impact of Human Resources on
Supply Chain Performance: Example
… resulted in a 5-fold increase in the workload for SCM at the central level!
24-fold increase in the value of new vaccines introduced into a country…
 Source: : WHO/IVB, Apr. 2010 (based on Chad data)

Human Resources for
Supply Chain Management Paradigm
Current Desired

Human Resource Building Blocks that Expand SC Performance

Block 1-
Engaged Stakeholders

Stakeholders, who provide technical leadership and advocacy in the field of supply chain management (SCM), as well as human resource management

Block 2 –
Optimise Policies and Plans

Policies, plans, and associated standard operating procedures (SOPs) that support human resource capacity development and management, including finance and human resource information systems (HRIS).

Block 3 –
Workforce Development

Initiatives that focus on identifying and building a robust workforce, including recruiting, competency modelling and development, and pre-service and in-service education.

Block 4 –
Increase Performance

Management initiatives that identify and enhance workforce performance, including retention, supervision, mentoring and coaching, and task shifting.

Block 5 –
Professionalisation of SCM

Processes designed to establish supply chain roles or a set of professional responsibilities/competencies.

Including minimum pre-service education, professional networks and registration.

Human Resources for Health
Action Framework (HAF)
The Human Resources for Health Action
Framework presented here is designed to assist governments and health managers to develop and implement strategies to achieve an effective and sustainable health workforce .
See the HAF applied to SCM in CapacityPlus’ Technical Brief “
Applying the HRH Action
Framework to Develop Sustainable Excellence in the Health Supply Chain Workforce”

Building Block Case Study
Statements: Exercise

INSTRUCTIONS: Review the 3-4 short Case Study
Statements that were assigned to your group and discuss and write down the following:

Which of the five HR for SCM building blocks may have been at play in the case? What impacts might there be to the effectiveness of a supply chain?

Which action field in HAF framework could be used or was used to expand the HR capacity?

Who might the major stakeholders be in the case statement and what might they be able to do?

Systematic Approach to HR for SCM via the Human Resource Building Blocks

Improving health outcomes by promoting sustainable workforce excellence in health supply chain management
70+ member organizations
 country governments
 international agencies
 academic institutions
 implementing partners

Non-governmental organizations
 private companies

PtD Vision & Mission
Vision: “ A world where national supply chain workforces are planned , financed , developed and supported in a way that ensures equitable and sustainable access to the medicines and other commodities needed for optimal health outcomes”.
Mission: “ Build global and national capacity to implement evidence-based approaches to plan, finance, develop, support and retain the national workforces needed for the effective, efficient and sustainable management of health supply chains”.

Structure of PtD

Focus countries

Get Involved in PtD…
How can YOU be a part of PtD?

Become a PtD member!
– Go to www.peoplethatdeliver.org

Join a PtD working group
– E-mail info@peoplethatdeliver.org
)

Become a PtD Twitter follower (@PplthatDeliver)

For more information, contact:
 Secretariat: info@peoplethatdeliver.org
 Executive Manager: executivemanagerptd@unicef.org

People that Deliver: Resources

People that Deliver: Resources
Procurement & Supply Management Toolbox www.psmtoolbox.org

People that Deliver: Resources
Logistics and Professional Development Opportunities
(LAPTOP) http://www.rhsupplies.org/resources-tools/laptop.html

International Association for Public
Health Logisticians (IAPHL)

What is IAPHL?
– IAPHL is an professional association and online community of practice which supports logisticians worldwide by providing an online exchange where members can network, exchange ideas, and improve their professional skills.
– Over 2,500 supply chain professionals from 114 countries

Join for free here: www.iaphl.org

Who are IAPHL members?
“It's great being a part of this large intellectual family.”
Dr. Iyke Uchendu
SHMB Abakaliki Nigeria

IAPHL Membership by Level of Supply
Chain
(as of May 2014)
SDP (rural) 1.70%
International
21,50%
SDP
(urban)
5.80%
Region/District
23.10%
Central
47.90%
Central
Region/District
SDP (urban)
SDP (rural)
International

IAPHL resources

Improved IAPHL website including:
– Resource Library, Blog, News and Events, Jobs page & More!

RESOLOG
For French-speaking logisticians! www.resolog.org

Presented at the 3 rd Global Forum on HRH in Recife, Brazil

Timeline
Nov 2011:
Global
Health
Supply
Chain
Summit
June-July
2012:
Situational
Analysis.
Jan 2012:
Planning
Meeting for
Situational
Analysis in
DR
Oct 2012: Results presented to MOH.
SC workerforce included in
MOH/Capacity Plus activity
Jan 2013:
Strategic and Action
Planning
Workshop in Antigua,
Guatemala

Supply Chain Workforce Situation
Analysis in Dominican Republic

Lack of competencies among employees

Few opportunities for
PSE or IST in supply chain management

Salary inequality

Lack of job descriptions

Duplication of roles and chain of command
Efforts to Professionalize Public
Health Supply Chain Management
30
20
10
0
40
50
60
Evaluación General de la Profesionalización de la GCS en Salud
Publica
56.3%
1.81
12.5%
25%
6.3%
1 2 Evaluacion 3 4

Results Achieved to Date


Restructuring and formalization of new organogram, creating new promotion opportunities and strategic functions;

Advocacy based on dissemination of results from supply chain workforce situation analysis to stakeholders & government decision-makers;

Development of job descriptions and supervision manual for supply chain workers;

Institutionalization of diploma course in National Institute for Public Administration

Inclusion of supply chain workers in performance management system

• Value of strategic alliance with collaborating agencies and projects for technical assistance (SIAPS/MSH;
SCMS)
• Involvement of the private sector
• Inclusion of educational institutions to ensure sustainability of improvement efforts
• Importance of assessments to generate evidence for advocacy and raising profile of the health supply chain workforce on the part of decision makers
• Persistent need for advocacy to raise the profile of this undervalued cadre
• Opportunity to address motivation in a multi-faceted way

Namibia’s Health Workforce Crisis

Second least densely populated country

One of the most severe health workforce shortages

Reliance on expatriate cadres

High vacancy rates

High levels of attrition

Outdated staffing norms

Salaries dependent on donor financing (which is declining)

Recent pre-service training programs to increase in-country capacity

Transitioning health workforce from PEPFAR to Gov’t of Namibia

Source: Ministry of Health and Social
Services (MOHSS) systems review

An Opportunity for
Collaboration…

3 USAID-supported projects in Namibia:
– CapacityPlus
– Supply Chain Management
Systems
– Systems for Improved Access to
Pharmaceuticals and Services

All with funding from USAID in support of PtD

MOHSS interest in looking at supply chain workforce

A smart donor investment…

Incorporating supply chain management focus into ongoing HRH work

Adapting HRH tools for supply chain context:
– HRH tracking system
– Discrete Choice Experiments (retention)
– Workload Indicators for Staffing Needs (WISN)

Supply Chain Performance Improvement program

Outcomes for Namibia

Enhanced planning, deployment, training and retention of the SCM workforce
1.
A map of the supply chain workforce by level, with a detailed map of tasks and competencies required for SCM staff
2.
An estimate of numbers of staff including skills mix, required for proper supply chain functioning
3.
Improved supply chain workforce performance resulting in improved supply chain performance on a set of identified key supply chain performance indicators
Intrahealth

Outcomes for PtD

Case study for adaptation and replication

Proof of Concept – systematic approach to human resources for supply chain management yields increased supply chain performance
JSI


Assessment guide and tool
•
Reference document review
•
Supply chain profile
•
Diagnostic dashboard
•
Supplemental surveys

Purpose of the Human Resource for Supply Chain Management
Assessment Tool
Document the capacity of a country’s public health supply chain human resource management
Identify where and how to improve supply chain performance through the effective human resource management of supply chain personnel
Document professionalization efforts of personnel working across a country’s public health supply chains

Data Collection Tool
Data collection tool comprises 4 components:
•
Reference Document Review – background documents and reference materials are collected and reviewed
•
Supply Chain Profile – a questionnaire designed to create a profile of the supply chain(s) being assessed
(one is filled out for each unique supply chain)
•
Diagnostic Dashboard – evaluation tool used to define the transition stage of each human resource building block
•
Supplemental Survey (optional) – a survey designed to gather data needed to supplement the Diagnostic
Tool data with context and detail where needed

Use the Diagnostic Tool
Dashboard
 Colored “Petals:”
 Human Resource
Components
 Level 4 (100%):
 Human Resource
Dimension Is Fully
Developed
 If a petal is fully colored in, the human resource component is fully developed


Sample Display: Fully Developed Supply
Chain

Human Resource System
Human Resource
Dimensions


 Level 0:
 Human Resource
Dimension Does Not
Exist
Sample Display: Supply Chain
Human Resource System in Development

Human Resource for Supply Chain
Management Assessment Process
• Compile reference documents
• Build Supply Chain
Profile
• Conduct Assessment
Team Training
Workshop
• Build data collection tool
• Build data collection plan
• Build data collection methodologies
• Conduct Launch
Workshop
• Collect data
• Develop recommendations
• Prepare report
• Validate findings and recommendations
• Develop implementation plan
• Report findings and recommendations

Activity –
Practice Analysing Data!
1.
Divide into 4-5 small groups.
2.
Review sample Dashboard data in Handout.
3.
Identify “strengths,” “areas for improvements,”
“opportunities,” and “challenges”.
4.
Hypothesize the root causes for internal “strengths” and “areas for improvement” and external “opportunities” and “challenges”.
• Ask “What is the reason?”
• And then for each reason, “Why does that exist?”
• Then ask, “How does this impact the assessed supply chain?”
•
Tip: focus your time on areas with greatest potential impact
5.
Be ready to present analysis for one human resource building block to the group.

Sample Dashboard with
Aggregated Data

Data Analysis Table and Root
Cause Analysis
1.
Ask “What is the reason?”
2.
And then for each reason, “Why does that exist?”
3.
Then ask, “How does this impact the assessed supply chain?”

Tip: focus your time on areas with the greatest potential impact

Goal of a Strengthened Supply
Chain Workforce…..
Organization and Staffing
Logistics
Management
Information System
Product
Selection
Procurement
Inventory Control
Procedures
Warehousing and Storage
Forecasting
Organizational
Support
Transport and
Distribution
Product
Use
Finance/Donor Coordination/
…improved commodity availability!

Activity – Develop a Human
Resource for Supply Chain
Management Implementation Plan!
1. Identify one recommendation for expanding human resources
2. Be ready to present to the group, your recommendation & one action you will take .
Human Resource Recommendation: _____________________________
Action Step Responsibilities Timeline Resources Potential
Barriers
What will be done?
Who will do it?
By when?
A. Resources Available
B. Resources Needed (financial, human, political & other)
A. What individuals or organizations might resist?
B. How?
Communicatio ns Plan
 Note “Evidence Of Success” (How will you know that you are making progress? What are your indicators?)!

Action Step
What will be done?
Responsibilities Timeline
Who will do it?
By when?
Resources
A. Resources Available
B. Resources Needed
(financial, human, political
& other)
Potential
Barriers
A. What individuals or organizations might resist?
B. How?
Communicat ions Plan

Importance of investing in
HR for SCM
Key messages:

Increased global investments in health commodities have increased strain on national supply chain systems and the staff who run them

Effective supply chains are the cornerstone of any successful health care system...
– NO PRODUCT ....
NO PROGRAM

Human resources have a significant impact on effectiveness and efficiency of a supply chain

Resources & Advocates

Let’s review our objectives

Identify HR challenges for SCM

List the five building blocks that constitute a systematic approach to HR in SCM and discuss their interrelationship

Describe global HR initiatives for SCM and specifically articulate the role of the People that Deliver Initiative and how to interact with its leadership and membership

Explain how to assess HR for SCM using Human
Resource Capacity Development for Public Health
Supply Chain Management: Assessment Guide & Tools

Apply lessons learned to address the identified HR for
SCM challenges