2. Routes to Market – Opportunities for Suppliers Jim Miller Strategic Sourcing Director, National Procurement Owen Inglis-Humphrey Director of eProcurement and Systems, National Procurement Colin Sinclair Logistics Director, National Procurement

3. NHS Strategic Sourcing
Jim Miller
Strategic Sourcing Director

4. Consumables & Services
The Opportunity
Health Board
Demand
Market
Developments
Service
Improvements
Strategic
Programmes
Pharmacy
Medical Equipment
Consumables & Services
Non-Medical

5. The Process Strategic Sourcing Toolkit Clinical Advisory Panel
Options, trials, evaluation
Local Implementation
Solutions

6. The Landscape Category A - “buy once for Scotland”
Category B - “buy once for the sector”
Category C - “local/regional collaboration”

7. Success Contracts should be easy to use They should be fit for purpose
Successful implementation and delivery of a contract depends upon a number of areas including:
Contracts should be easy to use
They should be fit for purpose
They need to provide obvious value

8. eProcurement Director
NHS eProcurement
Owen Inglis-Humphrey
eProcurement Director

9. Shop window Quality Content Clear and informative Accurate and timely
Appropriate and usable
It’s your shop window across NHSS

10. The transaction Clear and unambiguous Quick and easy
Based on (Shop Window) content
Automated transfer
It’s our request to you

11. The invoice Accurate and timely Clear and unambiguous
Based on the transaction
Automated transfer
It’s your request to us

12. NHS Logistics
Colin Sinclair
Logistics Director

13. National Logistics Strategy – Key Elements
Single NDC for NHS Scotland
High Quality Customer Focused Service
Consistent Service Delivery
Wider Availability of Product from One Central Source
Drive Logistics Savings
Link to National Procurement Strategy
Strategic Sourcing
eP&S
“An effective, efficient and consistent Logistics service is vital to
support front line staff in delivering high quality patient care”.

14. Logistics Infrastructure for NHSScotland
Suppliers
800
Major
Distributors
(Fewer)
NHSS
NDC
NHS Delivery
Points (600+)
Requisition
Points (50,000)
Customers
150,000
Selected commodities
Commodity Groups - B
Commodity Groups - C
Commodity Groups - A
Efficient IT enabled processes Accountable and measurable Service
Visibility Managed Suppliers Customer driven & defined services
Costs reduced Modern Infrastructure High control of the supply chain
High Reliability Best Practice Service

15. Increasing Supply Chain Performance
Increased order consolidation
Access to more routes to market & increased sales channel
Enhanced reputation
Reduced costs of tendering, ordering & invoicing
Reduced supply chain costs through consolidation & access to network
Less lost sales supported by the NHS Brand
Provide best in class info about NHS activity
Reduced uncertainty
Cost to Serve
Route to Market
Consistent Service Level
Management Information
Working with NP

16. INCREASING INFLUENCE Establish Develop Fully Exploit Phase 1 Phase 2
The Logistics Strategy Will Be Further Developed to Cover a Wider Scope of Commodities and Services to Drive Out Additional Benefits
Establish
Develop
Fully Exploit
Phase 1
Phase 2
Phase 3
Dressings
Medical
Surgical
Hotel
Services
products
Disposable
linen
Catering
food
Print
CSSD
theatres
Urology
Desktop
stationery
Pharmacy
0-3 yrs
INCREASING INFLUENCE
3-7 yrs
7 yrs +
Bulk
paper
Ward
Provisions
Continence
Estates
Stoma
care
£500 million
£5-25 million
benefit pa
Home
delivery
£100 million
£2-10 million
Other
public
sector
£115 million
£7.5 million
net benefit pa

17. The Logistics strategy is a key component of the wider NP Strategy.
The NHS Scotland Future Logistics Supply Chain Vision Goes Beyond Developing a Modernised Infrastructure.
NHS Scotland understands that there is a link between Healthcare Policy and the supply chain impact of those policies.
What items are bought, how they are bought, how and where they are consumed
Understanding the impact of future trends. Examples:
changing demographics, increased home delivery of patient care
changing clinical practice
changing infrastructure for healthcare delivery
How these future changes manifest in terms of physical delivery
How to provide these services efficiently and effectively
Working with suppliers to embrace change and enhance capability
The Logistics strategy is a key component of the wider NP Strategy.

18. Question and Answer
Delegate Open Forum