Transcript USAID | DELIVER PROJECT PowerPoint Presentation template

CLICK TO ADD
TITLE
The 5th Global Health Supply Chain Summit
The LMIS rEvolution in Tanzania
Chris Wright
[SPEAKERS NAMES]
November
14 -16, 2012[DATE]
Kigali, Rwanda
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
Tanzanian LMIS in 2011
Report &
Requisition
Essential
Meds/ILS
Hospitals HC
√
√
DSP
R&Rs or Orders
Orders
Shipments
√
ARVs &
OI Drugs
√
√
√
HIV tests
√
√
√
Lab
supplies
√
√
R&R
R&R
Zonal
MSD
ERP
Zonal
MSD
ERP
R&R
Report
ORDER
TB &
Leprosy
√
√
√
EPI
√
√
√
Health Facilities
ORDER
District Approval
Zonal
MSD
ERP
Central
MSD ERP
Medical Stores Dept.
LMIS data collected at the Health Facility
Malaria
(ILS)
3 items
Opening balance
Received
Lost/adjusted
Closing balance
Max – Min stock
Consumption
Qty needed by
HF (order)
Patient data
5
Family
plan
(ILS)
12 items
Essential
med.
(ILS)
106 items
Hosp
Extra
Supp
ARV
HIV
test
30 item
OI’s
Drugs
110
item
Lab
200 item
TB
77
item
EPI
63
item
LMIS data collected at Health Facility and
received by MOHSW & Programs
Malaria
(ILS)
3 item
Family
plan
(ILS)
12 item
Essential
med.
(ILS)
106 item
Hosp
Extra
Supp
ARV
HIV
test
30 item
OI’s
Drugs
110
item
Lab
200 item
TB
77
item
EPI
63
item
Opening balance
Received
Lost/adjusted
Closing balance
Max – Min stock
Consumption
Qty needed by
HF (order)
Patient data
6
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
Transportation
Information/GIS
Mobile
RF
Scanner
Reporting
Dashboard
And KPIs
MOHSW and
Partner
Access
MDS
MSD ERP
Orders and
Shipments
SMS
eLMIS
LOGISTICS
DATA
WAREHOUSE
Text
Data
Fax/Scan
Optical
Character
Recognition
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
INVENTORY
Planning
SUPPLY
MRP
DEMAND
Forecasting
Demand
Planning
DRP
Sales & Operational Planning
Transportation
Receiving
Replenishment
Operations
Vendor
Management
Fulfillment
Quality
Assurance
Inventory
Control
Clearing
Customer
Service
Quality Control
Warehouse
Management
Tender and
Contracting
Sales Order
Management
Purchasing
Consigned
Inventory
Management
Accounts
Payable
Customer
Management
Accounts
Receivable
Administration
Pricing
General Ledger
Asset
Management
Cash
Management
Budgeting
ADMINISTRATION
HR
Management
Reporting
Payroll
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
Analyze &
Design
Prepare & Plan
•
•
•
•
•
•
Project Charter
Vision
Success Metrics
Scope
Risks
Governance
Approach
Work Plan
Comm Plan
Change 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
Construct
& Test
•
•
•
•
•
•
•
•
•
•
•
•
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
Deploy
•
•
•
•
•
•
•
•
Fully Configured
Environment
User Acceptance
Testing
End User Training
Production Cutover
Plan
Go-live
End User Production
Support
Awareness Events
KPI Review
Operate
•
•
•
Lessons Learned
Knowledge Transfer
Project Office
Closure
ERP Implementation Activities: Phase 1
Nov - Dec ‘10
Jan - Apr ‘11
Prepare & Plan
May ’11 - Mar ‘12
Analyze
Design
Establish Team and
Charter
Define Future
Business Processes
Map Current
Processes
Approve New
Processes
Simulate Scenarios
Identify
on E9 Software Needed Modifications
Organizational
Assessment
Document Specs
For Modifications
Develop & Test
Modifications
Servers, Desktops,
Connectivity Ordering
SOPs
Assess in CRP &
Repeat
Epicor Vision
Training
Epicor Detailed
Training
Define Future
Business Scenarios
Apr - Jul ‘12
Construct and
Deploy
Reports
Training of
Trainers
End-user
Training
Security & Tech
Deployment
Work Instructions
Training Aides
High Value
Stock Take
Cutover & Data
Migration
Launch
July 23, 2012
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, fixprice 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