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The 5th Global Health Supply Chain Summit

November 14 -16, 2012Kigali, Rwanda

 

The LMIS rEvolution in TanzaniaChris Wright

Presentation Overview

• Current state of LMIS data in Tanzania• Vision for electronic LMIS• State-of-the-Art ERP at Medical Stores Department

Data management in the recent past

Hospitals HC DSP

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Health Facilities

ARVs & OI Drugs

Essential Meds/ILS

TB & Leprosy

Report & Requisition

EPI

Labsupplies

HIV tests

CentralMSD ERP

Shipments

Medical Stores Dept.

Orders

ZonalMSDERP

ZonalMSDERP

Zonal MSDERP

R&Rs or Orders

District Approval

R&R

R&R

R&R

ORDER

ORDER

Report

Tanzanian LMIS in 2011

5

LMIS data collected at the Health Facility

  Malaria(ILS)3 items

Family plan (ILS)12 items

Essential med. (ILS)106 items

HospExtraSupp

ARVHIV test30 item

OI’sDrugs110 item

Lab200 item

TB77 item

EPI63 item

Opening balance                

Received

Lost/adjusted

Closing balance

Max – Min stock                

Consumption

Qty needed by HF (order)

               

Patient data                

LMIS data collected at Health Facility and received by MOHSW & Programs

6

  Malaria(ILS)3 item

Family plan (ILS)12 item

Essential med. (ILS)106 item

HospExtraSupp

ARVHIV test30 item

OI’sDrugs110 item

Lab200 item

TB77 item

EPI63 item

Opening balance                

Received

Lost/adjusted

Closing balance

Max – Min stock                

Consumption

Qty needed by HF (order)

               

Patient data                

Impact of Poor Data Availability

Health Facility District Medical Stores Dept. MOHSW/Program

Redundant, burdensome reports

Inadequate funding Inadequate data for forecasting

Inadequate data for forecasting

Too little feedback Too little feedback Long lead times for procurement, order process

No visibility into supplies at facility level

Not enough staff No visibility into MSD stocks

Mismatch between demand and supply

No visibility into MSD stocks

Ineffective supervision

Inadequate data for supervision

Inadequate controls No visibility into system performance

Poor accountability at higher levels

Poor accountability Inadequate visibility into performance

Inadequate supply chain oversight

Vision for the Future: eLMIS in 2013

eLMIS Focus

MDS

SMSTextData

Fax/ScanOpticalCharacterRecognition

MSD ERPOrders and Shipments

MOHSW andPartnerAccess

ReportingDashboard

And KPIs

MobileRF

Scanner

TransportationInformation/GIS

eLMISLOGISTICS

DATA WAREHOUSE

Web Based Data Entry and Data Uploads

State-of-the-Art ERP at MSD:Improving Business Performance

Need for a New ERP: MSD Business Growth

~US$120 Million

Project Objectives

• Implement the new and sustainable ERP System which supports MSD’s strategic business requirements

• Re-engineer business processes according to industry best practices

• Implement/improve KPIs and processes for effective business management

• Deliver SOPs and other documentation required to support ISO9001 certification

• Improve organizational capability to support continuous improvement

Enterprise Resource Planning (ERP) in a nutshell

Plan

ning

Ope

ratio

nsA

dmin

istr

atio

nSUPPLY INVENTORY DEMAND

ADMINISTRATION

Accounts Payable

Accounts Receivable

Receiving

DRPMRP Demand Planning

Fulfillment

Inventory Control

Consigned Inventory

Management

ReplenishmentTransportation

Sales Order Management

Customer Service

Purchasing

Quality Assurance

Quality Control

PayrollHR

Budgeting

Management Reporting

General Ledger

Customer Management

Clearing

Forecasting

Asset Management

Vendor Management

Pricing

Cash Management

Tender and Contracting

Sales & Operational Planning

Warehouse Management

Selected ERP System: Epicor 9

Epicor 9 is a fully integrated Enterprise Resource Planning system capable of supporting the strategic business requirements of MSD.

Implementation Methodology

• Project CharterVisionSuccess MetricsScopeRisksGovernanceApproachWork PlanComm PlanChange Control

• Technology Architecture

• Hardware/Software Selection

• Infrastructure Setup• Contracts and Staffing• Change Management

Plan

• Foundation Training• Process Review• Define New Business

Processes• Gap Analysis• New Process SOPs

and Approval• User Requirements• Functional and

Technical Spec• Workflow Dev• Data Migration

Strategy• Reporting Strategy• Tech Strategy• Dev and Test

Environments• Documentation Plan

• Staging & Production Setup

• EPICOR Screen and Flow Construction

• System Configuration• CRP Schedules and

Scenarios • Test Plans and Cases• Data Migration

Development• Test Technical

Infrastructure• End User Training

Plan• CRP 1 Execution• CRP 2 Execution• Deployment Planning• Support Plan

• Fully Configured Environment

• User Acceptance Testing

• End User Training• Production Cutover

Plan• Go-live• End User Production

Support• Awareness Events• KPI Review

• Lessons Learned• Knowledge Transfer • Project Office

Closure

Prepare & Plan

Analyze &

Design

Construct & Test

Deploy Operate

Prepare & Plan Analyze Design Construct

and Deploy

ERP Implementation Activities: Phase 1

Nov - Dec ‘10 Jan - Apr ‘11 May ’11 - Mar ‘12 Apr - Jul ‘12

Establish Team and Charter

Map Current Processes

Define Future Business Processes

Approve New Processes

Define Future Business Scenarios

Simulate Scenarioson E9 Software

Document SpecsFor Modifications

Identify Needed Modifications

Develop & Test Modifications

SOPsAssess in CRP &

Repeat

Work InstructionsTraining Aides

Training of Trainers

End-user Training

High Value Stock Take

Security & Tech Deployment

Cutover & Data Migration

Reports

LaunchJuly 23, 2012

Servers, Desktops, Connectivity Ordering

Organizational Assessment

Epicor Vision Training

Epicor Detailed Training

ERP Successes

• System is Live as of July 23, 2012 and in use to operate the business (only 10-15% customized)

• Strong commitment from MSD and USG• Collaborative decision making, effective risk

management– MSD owns the process and SCMS provides consultant

expertise and vender management• Project ownership and team empowered to re-engineer

the business• Enhanced MSD technical expertise on system

evaluation, selection, business re-engineering, system design & deployment processes

ERP Challenges

• Very high learning curve for MSD core team delayed taking ownership of implementation

• Vender unfamiliar with constraints of deliverables-based, fix-price contract

• Need to change ineffective Project Managers (SCMS, Epicor)• Availability of key staff in all parties, staff changes• Lack of common understanding of terminology (definitions,

acronyms)• Requiring twice as much time and 50% more budget than

originally planned.

Original:$3.2 million

Jan – Oct 2011 (Go Live)

Revised:$4.7 million

Jan 2011 – July 2012 (Go Live)

Questions?

Epicor 9 ERP User Acceptance Testing