"Learn about the NHS's new focus on spend management, system partnering, and customer engagement to improve healthcare delivery. Explore the challenges faced and resilience updates for better service."
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Target Operating Model - Update Published strategy Key change from cost management to spend management Focus on system partnering. Revised strategy Complete Changes to all elements, not just the provider groups Simplifying the organisation internally and externally Focus on enhancing existing and developing new capabilities. Operating model design By Summer 2022 Change in balance of externally provided services Working with current providers to accelerate transitional period Customer board collaboration and award expected early 2023. Category management provider(s) By July 2023 Outline business case has been drafted for government approval Market engagement has commenced A focus on end-to-end visibility. Operations and fulfilment provider(s) By Spring 2024 Strategy in development Outline business case to be approved by government by the end of 2023. Information Technology provider(s) By July 2024 Delivering Value and Making It Easier for the NHS To Put Patients First 2
Focus on Engaging the Healthcare System Voice of the customer team - actively listening and feeding back key trends and insights to the NHS Supply Chain. Customer board review - further engaging system leaders in driving the performance agenda. New engagement programme - critical topics that we can collectively use to drive performance. New digital interface - using technology to provide consumers with a broader range of high quality data. Developing aligned measures and metrics - developing a key range of KPIs that we can collectively measure in the future. Our focus is to use our assets and capabilities to put the NHS at the forefront of decision making and being a source of system efficiency. Delivering Value and Making It Easier for the NHS To Put Patients First 3
Understanding the Challenges Savings and value Managing price pressure Sustainability Safety Availability Resilience Delivering Value and Making It Easier for the NHS To Put Patients First 4
Resilience - Update Improved visibility of suspensions and the impact on service Suspensions summary created. Improved transparency of Demand Management NHS Supply Chain and the RWG are working NHSE/I to improve transparency of Demand Management process Control and Protect demand management status information available on Suspended Consumables website page. Filters added to the ICN website page for Field Safety Notices, Supply Issues and Contractual Changes Content for price change ICNs was amended to have limited information publicly available with the full detail of the price change behind a customer log in. ICN improvements Price increase log created, all requests are documented To be made available on NHS Supply Chain website. Earlier visibility of price increase requests Trusts involvement in strategic supplier discussions around price increases Resilience Working Group (RWG) members have been involved with strategic supplier discussions around price increases and supply disruption. Delivering Value and Making It Easier for the NHS To Put Patients First 5
Business Plan Priorities 2022 / 2023: Key Points Partner with Trusts to deliver excellent patient care Ensure the products we supply are fit for purpose through a more rigorous assurance process Grow our community provider offering. Improve the way we work with trusts Developing our eCommerce offer to make ordering simpler and quicker for customers Providing better quality product data on our catalogue to help customers make more informed choices. Embed category strategy excellence, whilst driving savings Quick adoption of planned Med Tech product innovations Procurement that supports better clinical practice and increased workforce productivity Delivering sustainable solutions, supporting the net zero ambitions. Delivering Value and Making It Easier for the NHS To Put Patients First 6
Business Plan Priorities 2022 / 2023: Key Points Strengthen resilience Ensuring the continued supply of PPE to all healthcare settings Scaling network capacity e.g. new Gorsey Point distribution centre Improved end-to-to supply chain mapping, to pre-empt issues before they arise. Develop our data strategy and pilot value use cases To enable improved decision making in the NHS and drive greater value, initially focusing on pricing, savings and resilience. Create the future Meeting current NHS needs by implementing a new operating model Aligning with how the NHS operates, reducing complexity. Delivering Value and Making It Easier for the NHS To Put Patients First 7
Any questions? The team will also be here for the rest of the day, if you think of something after this presentation. Twitter: @NHSSupplyChain www.supplychain.nhs.uk Supply Chain Coordination Limited (SCCL) is the Management Function of the NHS Supply Chain
