1. Ward Stock Management Guide

2. Scope
This guide predominantly covers the Ward stock consumables delivered by NHS Supply Chain however the “best practice” principles can be adopted for all other stock lines housed in Ward/Dept. storage areas.

3. Project Overview
Stock can be considered an asset or a liability dependent upon the management techniques and resources applied to ensure optimisation of stockholding. Surplus stock can tie up valuable working capital and impact upon the Trust’s cash flow position.

4. Obsolete stock equates to wasted monies impacting the Trusts budget line and poses a risk due to non-compliance with revised clinical or corporate governance policy.
Stock out situations can be costly in terms of risk to patient care and costly measures can occur to rectify the situation e.g. additional carriage charges, overnight deliveries etc.

5. It has been identified through the Productive Ward initiative; Wards & Departments throughout the Trust require measures implementing to help manage the management and re-ordering/stocking of Ward consumables.
In order to achieve this objective, it is identified the ordering process and stock management measures need to be more streamlined, standardised and less time consuming.

6. Ward Stock Template
The ward stock template that has been devised by Procurement can:
Promote a more efficient and effective way of ordering.
Help to standardise products throughout the Trust.
Assist other staff in ordering if the person responsible for weekly ordering is on holiday/sick leave.
Identify some valuable cost savings along the way.

7. Ward Stock Template…….
The ward stock template has been utilised on Ward B22 as a pilot.
The setting up of the system involves Ward and Procurement representatives working together to undertake initial assessment, agree scope of initiative and develop roles and responsibilities to embed the templates into new ways of working to optimise benefits to the Ward setting.

8. Ward Stock Template…….
The supply chain reviews involve assessing current stock levels and requirements and perform an evaluation of products used. This is assessed by reports from previous orders.
The template is then completed with information on the current products ordered from NHS Supply Chain, removing any items that may no longer be required or may have been duplicated or substituted by an alternative more cost effective product.

9. Ward Stock Template…….
Non- stock items may also be reviewed where appropriate which can be switched to a stock line to aid or streamline ordering and added to the template.
When completing the templates, it gives the Ward/department a chance to de-stock items that may no longer be required or are out of date. This will help to promote the arrangement of stock in one correct and central location.
Weekly stock levels are then agreed based on previous reports on usage.

10. Ward Stock Template…….
The yearly usages are then divided up into weeks. This gives an amount, as a guide of how much stock, of each individual product should be ordered each week. When templates are first set up this may not be a true figure, if wards/departments have been over/under ordering or possibly obtaining products from another area. Therefore for the first few months of using the template it may mean that the stock levels for individual products could need increasing or decreasing.

11. Ward Stock Template…….
The template sets out to reflect the order that the stock appear on the shelves. This approach helps the weekly replenishment exercise as all products on the shelves run in conjunction with the order of the template.

12. NHS Supply Chain On Line Ordering
An electronic copy of the ordering template is then replicated in the on-line ordering system to aid the speed of ordering time. Once the order has been placed stock will arrive from NHS Supply Chain in the same way as before.

13. Usage Reports
These can be produced by the procurement team when required or Ward representatives instructed how to run reports where required. Good record keeping is essential to inform product variations in demand, type and cost.

14. Reviews
It is advisable that a review of the stock levels and type of stock held should be carried out at least every 4-6 months to ensure the levels are still correct.

15. Evaluation
Reports on usage and spend are gathered and mapped against patient activity to mirror periods before the template was introduced and afterwards. Through the commitment of staff working together a reduction in spend and lines purchased can be identified, this evidence will demonstrate the system is working effectively.

16. Critical Stock Lines
It is essential all wards and departments identify their Top 5 critical supply lines that are essential to patient care and business continuity and agree with procurement acceptable alternative products in the case of supply or manufacturing problems.
An electronic copy of the ordering template is then replicated in the on-line ordering system to aid the speed of ordering time.

17. Stock Delivery Cycles
Every department have their own unique transfer point and delivery day.
The delivery day for your ward / dept. can be found by logging onto the supply chain online ordering system and selecting your transfer point (KAxxxx).

18. Stock & R&D Enquiries For stock queries please email
For Receipt and Distribution (R&D) queries please ring
Internal extension: 83074

19. PROCESS FLOW CHART

20. Procurement Role & Responsibilities
To meet with identified Ward representative and establish robust working relationship To visit the ward/dept. to review current storage areas and ordering methods To provide advice re: the flowchart and use of the templates To provide relevant reports and estimated stock levels To review standardisation opportunities To revisit the process and meet the Ward representative every 4-6 months at Ward request

21. Ward/Dept. Responsibilities
To meet with identified Procurement representative and establish robust working relationship
To accompany procurement representative on the ward tour of stock cupboards and discuss process
To use the templates and allocate resource to conduct necessary initial stock takes
To agree stock levels and sign off with Ward Matron/Manager
To work with procurement to promote product alternatives and embed revised stockholding on the ward/dept.
Agree to review stockholding and usage each 3-5 months and schedule an appropriate meeting with procurement representative.
To inform procurement of Ward/dept. Top 5 critical lines and alternative products for business continuity requirements