Complex supply chains demand a holistic approach to identify pragmatic improvements that can be achieved in the short and longer term. Ayming worked closely with non-clinical and clinical staff to design and test an optimisation programme for a major UK hospital.
Head of Procurement, NHS Hospital
The context
Recognising the need to modernise and improve its supply chain and fragmented inventory arrangements, the NHS Trust commissioned Ayming to design and lead the roll-out of an optimisation programme.
The plan was to have a single inventory management system that would enable effective management of stock levels across multiple sites.
Our contribution/mission
We conducted a diagnostic across the internal supply chain and inventory management functions. It was split into two phases:
- Understanding the status quo – analysing the supply chain from four different perspectives
- People
- Network
- Processs
- System
- Planning future improvements – performing a gap analysis of the supply chain and inventory management practices against industry standards.
This approach allowed us to recommend short-term improvements, generating ‘quick wins’, and to develop a longer-term operational and commercial improvement strategy.
Lead Nurse, NHS Hospital
The results obtained
We delivered a supply chain process map and an improved target operating model.
Practical opportunities – achievable in the short, medium and long term – were identified to improve performance from an operational, financial and clinical point of view.
The inventory systems we designed will optimise stock levels and inventory turnover, allowing the Trust to manage working capital more effectively.
Piloting the roll-out of the improvement programme, our consultants led the implementation across two Trust departments.
CFO, NHS Hospital
