8
SWARH Financial Management Information System Project (FMIS) 2010-2013
SWARH Financial Management Information System Project (FMIS)
2010-2013
SWARH FMIS • Basic assumption
– Oracle was a FMIS that was fundamentally designed to cater for large organisations
– Region wide approach was required to gain longer term benefits and payback from the system
– Avoid duplication of time and effort where possible
– Some centralisation of functions was required
– Benefits and costs to be shared equitably
• Key challenges
– To ensure the most efficient model was considered and if agreed implemented
– To achieve any “region wide benefits” buy in was required from all agencies
Warrnambool Portland
Colac
Hamilton
Mortlake
Terang
Casterton
Penshurst
Merino
Dartmoor
Timboon
Heywood
Balmoral
Cobden
Macarthur
Lismore
Beeac
Nelson
Apollo
Bay
Bannockburn
Port Fairy
Coleraine
Birregurra
The SWARH Members South West Cohort – Oct 2013
Original Supply Structure
Warrnambool
Warehouse
Hamilton
Warehouse
Colac
Warehouse
Portland
Warehouse
Inventory Organisation Supply Structure
(MOY)
Moyne
Health
Service
(TMH)
Terang &
Mortlake
Health
Service
(TIM)
Timboon &
District
Health
Service
(CMH)
Casterton
Memorial
Hospital
(HRS)
Hesse
Rural
Health
Service
(OHC)
Otway
Health &
Community
Services
(LCH)
Lorne
Community
Hospital
(HRH)
Heywood
Rural
Health
Supply Request
Supply Delivery
Organisation Supply Structure
Centralised Supply Model Stock Replenishment
Warrnambool
Procurement
Warrnambool
Warehouse
Hamilton
Warehouse
Colac
Warehouse
Portland
Warehouse
Suppliers
Purchase Order
Purchase Order Deliveries
Min-Max Replenishment
· Stock is to be held in four warehouses
· Each will be configured as independent Inventory
Organisation
· Each will share the same Material Valuation Account,
therefore stock ownership is centralised
· Stock Replenishment (Min-Max) will be run for each
organisation
· Purchase orders will be raised centrally
· Supplier deliveries will be direct to the appropriate
warehouse
· Transfers between warehouse can be achieved by means of
Inter Organisation Transfers
What has been achieved
Only rural alliance to implement a centralised supply model
• One catalogue across all agencies – Significant savings and efficiencies v decentralised model
– Centralised purchasing skill set
• Improved inventory control and purchasing practices – Sharing of stock
– Centralised system maintenance
– Improved buying power
• First agency in Victoria to implement Business to Business (B2B) transactions (in partnership with Melbourne Health) – Stationery Punchout, Health Information forms, Food Services,
Prosthetic Ordering
• Opportunities for small agencies
Next step
