1. Making Smart Investments for Human Resources for Supply Chain Management: Skills-Building Workshop

2. Ice Breaker Ask your partner:
His/her name, designation, and place where they came from
His/her expectation for this workshop
Be prepared to introduce your new partner to the large group along with his/her expectations.

3. Workshop Objectives Identify HR challenges for SCM
List the five building blocks that constitute a systematic approach to HR in SCM and discuss their inter-relationship
Describe global HR initiatives for SCM and specifically articulate the role of the People that Deliver Initiative and how to interact with its leadership and membership
Explain how to assess HR for SCM using Human Resource Capacity Development for Public Health Supply Chain Management: Assessment Guide & Tools
Apply lessons learned to address the identified HR for SCM challenges

4. Why supply chains matter?
Billions of dollars have been spent on procuring life-saving medicines and other health commodities
Investments must be made in the supply chain, including infrastructure, facilities, planning, operations, and HR workforce to procure and deliver the right products, to the right place, in the right quantities, in the right quality, for the right cost at the right time.
Effective supply chains are the cornerstone of any successful health care system
NO PRODUCT....NO PROGRAM

5. Definitions
Supply Chain: a system of organizations, people, activities, information, and resources involved in moving a product from suppliers to customers
Logistics: the process of getting products through the supply chain from the point of origin (manufacturers) to the point of use.
Logistics is broken down into the operational components of supply chain management: quantification, procurement, storage, transport, inventory management, information system, etc.
Supply chain management: The active oversight of the supply chain including the planning and management of logistics activities, the coordination and collaboration of stakeholders, and addressing supply and demand dynamics at the international level.
Source: Steele, Pamela, 2014: GAVI Supply Chain Strategy People and Practices Evidence Review. This report was developed for GAVI Alliance by the People and Practice Working Group for GAVI Supply Chain Strategy Initiative

6. Supply Chain Cycle

7. Defining the Supply Chain Workforce
The supply chain workforce includes a variety of people who are dedicated to fulfilling logistics activities at national, district, and health facility levels, such as pharmacists, logisticians, supply chain managers, data managers, and warehouse and transport personnel.
It also includes key personnel who contribute only a portion of their time to supply chain functions, such as doctors, nurses, and other clinical and administrative staff, all of whom function within a coordinated system to provide appropriate, effective, and affordable medicines and commodities.
Source: Applying the HRH Action Framework to Develop Sustainable Excellence in the Health Supply Chain Workforce Capacity Plus

8. How do you define your supply chain workforce?

9. Current issues in HR for SCM
HRH is part of health systems strengthening where there is currently a global shortage of healthcare workers.
With an increase in global investments in health commodities there is an increased strain on national supply chain systems and staff who run them.
Health supply chains are complex with multiple functions that require, tools, infrastructure, procedures, personnel and management to run them properly.
In many countries the personnel who are asked to run the supply chain are under-qualified and not well supported resulting in poor medicine availability.
Countries need to change their approach, paying more attention to the human resources that run supply chains, making them more professional.
Leadership is needed to develop and communicate a vision for the supply chain workforce. Leaders can be government officials or local champions in any sector.
Governance is the process of good decision making and accountability within an institution.
Partnerships are critical for coordinated action among the large number of stakeholders and sectors involved in human resources for supply chain management – stakeholders in health, education, labor and finance – in the public and private sectors.
Action Cycle: The framework promotes a cycle of situational analysis, for strategy and operational planning; as well as implementing, monitoring and evaluating those strategies and plans. To facilitate the situational analysis for the supply chain workforce, the USAID | DELIVER Project and People that Deliver developed an assessment guide and tool to provide a rapid, comprehensive assessment of the capacity of the human resources support system for a country’s supply chain.
Education and Training: Formal preservice education programs in health and business schools are needed for supply chain mangers and logisticians – resulting in recognized credential or qualifications. Relevant competencies in SCM also should be integrated into education programs for managers and clinicians. Sustainable in-service training that is integrated into nationally led CPD programs is needed for all.
Need to train the right people: Zimbabwe focus group member said ““When you use a nurse or a physician as a logistician, you lose the nurse or physician and you don't get a good logistician!”
HRM: Information systems, forecasting and planning (using data driven tools such as the Workload Indicators of Staffing Needs approach), and systems to ensure retention and performance, such as clear job descriptions and supportive supervision.
Planning should make the link SCM and HR communities – SCM plans contain HR aspects. And HRH plans include SCM needs
Policies: supportive policies must be developed to ensure that strategies and plans can be taken to scale and sustained.
Adequate financing: Is needed to support everything above.
EXAMPLE – INFORMATION: A recent analysis in Mozambique found that of the total 46 pharmacists in the country, 10 of them worked at the Central Medical Store (doing supply chain functions that aren’t necessarily pharmacist functions), leaving only 36 pharmacists to cover the immense need for pharmacists throughout the country.

10. HR for SCM Challenges & Requests
What are three challenges you have experienced regarding HR for SCM?
Briefly share the types of SCM capacity building requests you receive.

11. Six Rights of Supply Chain Human Resources
An effective supply chain involves ………
Six Rights of Supply Chain Human Resources
Engaging the right people…
In the right quantities…
With the right skills…
In the right place…
Paid the right salary…
At the right time….
…to implement the procedures that direct supply chain operations and ensure the supply of health commodities

12. Impact of Human Resources on Supply Chain Performance
Organization and Staffing
Logistics Management Information System
Product Selection
Procurement
Inventory Control Procedures
Warehousing and Storage
Forecasting
Organizational Support
Transport and Distribution
Product Use
Finance/Donor Coordination/

13. Impact of Human Resources on Supply Chain Performance: Example
… resulted in a 5-fold increase in the workload for SCM at the central level!
24-fold increase in the value of new vaccines introduced into a country…
Source: : WHO/IVB, Apr (based on Chad data)

14. Human Resources for Supply Chain Management Paradigm
Current
Desired

15. Human Resource Building Blocks that Expand SC Performance

16. Block 1- Engaged Stakeholders
Stakeholders, who provide technical leadership and advocacy in the field of supply chain management (SCM), as well as human resource management.

17. Block 2 – Optimise Policies and Plans
Policies, plans, and associated standard operating procedures (SOPs) that support human resource capacity development and management, including finance and human resource information systems (HRIS).

18. Block 3 – Workforce Development
Initiatives that focus on identifying and building a robust workforce, including recruiting, competency modelling and development, and pre-service and in-service education.

19. Block 4 – Increase Performance
Management initiatives that identify and enhance workforce performance, including retention, supervision, mentoring and coaching, and task shifting.

20. Block 5 – Professionalisation of SCM
Processes designed to establish supply chain roles or a set of professional responsibilities/competencies.
Including minimum pre-service education, professional networks and registration.

21. Human Resources for Health Action Framework (HAF)
The Human Resources for Health Action Framework presented here is designed to assist governments and health managers to develop and implement strategies to achieve an effective and sustainable health workforce.
See the HAF applied to SCM in CapacityPlus’ Technical Brief “Applying the HRH Action Framework to Develop Sustainable Excellence in the Health Supply Chain Workforce”

22. Building Block Case Study Statements: Exercise
INSTRUCTIONS: Review the 3-4 short Case Study Statements that were assigned to your group and discuss and write down the following:
Which of the five HR for SCM building blocks may have been at play in the case? What impacts might there be to the effectiveness of a supply chain?
Which action field in HAF framework could be used or was used to expand the HR capacity?
Who might the major stakeholders be in the case statement and what might they be able to do?

23. Systematic Approach to HR for SCM via the Human Resource Building Blocks

24. 70+ member organizations
Improving health outcomes by promoting sustainable workforce excellence in health supply chain management
People that Deliver (PtD) is a broad coalition of organizations from around the world that strives to improve the health supply chain workforce in developing countries. This Initiative is based on global recognition that without trained professionals to manage the health supply chains, drugs and other health supplies do not reach the patients who need them. PtD has more than 70 member organizations, including country governments, international agencies, implementing partners, nongovernmental organizations, and private companies.
70+ member organizations
country governments
international agencies
academic institutions
implementing partners
Non-governmental organizations
private companies

25. PtD Vision & Mission
Vision: “A world where national supply chain workforces are planned, financed, developed and supported in a way that ensures equitable and sustainable access to the medicines and other commodities needed for optimal health outcomes”.
Mission: “Build global and national capacity to implement evidence-based approaches to plan, finance, develop, support and retain the national workforces needed for the effective, efficient and sustainable management of health supply chains”.

26. Board AKMWG TWG RWG Secretariat Structure of PtD Members
Focus countries

27. Get Involved in PtD… How can YOU be a part of PtD?
Become a PtD member!
Go to
Join a PtD working group
Become a PtD Twitter follower
For more information, contact:
Secretariat:
Executive Manager:

28. People that Deliver: Resources

29. People that Deliver: Resources
Procurement & Supply Management Toolbox

30. People that Deliver: Resources
Logistics and Professional Development Opportunities (LAPTOP)

31. International Association for Public Health Logisticians (IAPHL)
What is IAPHL?
IAPHL is an professional association and online community of practice which supports logisticians worldwide by providing an online exchange where members can network, exchange ideas, and improve their professional skills.
Over 2,500 supply chain professionals from 114 countries
Join for free here:

32. “It's great being a part of this large intellectual family.”
Who are IAPHL members?
“It's great being a part of this large intellectual family.”
Dr. Iyke Uchendu
SHMB Abakaliki Nigeria

34. IAPHL resources Improved IAPHL website including:
Resource Library, Blog, News and Events, Jobs page & More!
Visit our new website at

35. RESOLOG
For French-speaking logisticians!

36. Presented at the 3rd Global Forum on HRH in Recife, Brazil
Strengthening the Supply Chain Workforce in the Dominican Republic and the LAC Region
Presented at the 3rd Global Forum on HRH in Recife, Brazil

37. Timeline Nov 2011: Global Health Supply Chain Summit
Jan 2012: Planning Meeting for Situational Analysis in DR
June-July 2012: Situational Analysis.
Oct 2012: Results presented to MOH. SC workerforce included in MOH/CapacityPlus activity
Jan 2013: Strategic and Action Planning Workshop in Antigua, Guatemala
November 2011 la reunion en los angeles – Global Health Supply Chain Summit, LA
Enero 2012 SIAPS, MSH meeting – management of commodities, coordination of situational analysis using tool from PtD
Junio-Julio 2012 Situation Assessment
Octubre 2012 – disemination of results, presentation to partners and Ministry of Health
Enero 2013 – presented results of diagnostic in Antigua, participation in regional workshop, presented diagnostico tool in Tools Fair (Mercado de Herramientas)
Results with Southern California University for a joint workplan

38. Supply Chain Workforce Situation Analysis in Dominican Republic
Efforts to Professionalize Public Health Supply Chain Management
Lack of competencies among employees
Few opportunities for PSE or IST in supply chain management
Salary inequality
Lack of job descriptions
Duplication of roles and chain of command
1.81

39. Results Achieved to Date

40. Results achieved
Restructuring and formalization of new organogram, creating new promotion opportunities and strategic functions;
Advocacy based on dissemination of results from supply chain workforce situation analysis to stakeholders & government decision-makers;
Development of job descriptions and supervision manual for supply chain workers;
Institutionalization of diploma course in National Institute for Public Administration
Inclusion of supply chain workers in performance management system
Los trabajadores sanitarios son incluidos en Carrera civil y Administrativa lo cual les da seguridad laboral y por tanto Motivación

41. Lessons Learned
Value of strategic alliance with collaborating agencies and projects for technical assistance (SIAPS/MSH; SCMS)
Involvement of the private sector
Inclusion of educational institutions to ensure sustainability of improvement efforts
Importance of assessments to generate evidence for advocacy and raising profile of the health supply chain workforce on the part of decision makers
Persistent need for advocacy to raise the profile of this undervalued cadre
Opportunity to address motivation in a multi-faceted way
MSH as technical partner and CapacityPlus as HRH experts

42. Namibia’s Health Workforce Crisis
Second least densely populated country
One of the most severe health workforce shortages
Reliance on expatriate cadres
High vacancy rates
High levels of attrition
Outdated staffing norms
Salaries dependent on donor financing (which is declining)
Recent pre-service training programs to increase in-country capacity
Transitioning health workforce from PEPFAR to Gov’t of Namibia
Source: Ministry of Health and Social Services (MOHSS) systems review

43. An Opportunity for Collaboration…
3 USAID-supported projects in Namibia:
CapacityPlus
Supply Chain Management Systems
Systems for Improved Access to Pharmaceuticals and Services
All with funding from USAID in support of PtD
MOHSS interest in looking at supply chain workforce

44. A smart donor investment…
Incorporating supply chain management focus into ongoing HRH work
Adapting HRH tools for supply chain context:
HRH tracking system
Discrete Choice Experiments (retention)
Workload Indicators for Staffing Needs (WISN)
Supply Chain Performance Improvement program
Minimal additional funding

45. Outcomes for Namibia
Enhanced planning, deployment, training and retention of the SCM workforce
A map of the supply chain workforce by level, with a detailed map of tasks and competencies required for SCM staff
An estimate of numbers of staff including skills mix, required for proper supply chain functioning
Improved supply chain workforce performance resulting in improved supply chain performance on a set of identified key supply chain performance indicators
Intrahealth

46. Outcomes for PtD Case study for adaptation and replication
Proof of Concept – systematic approach to human resources for supply chain management yields increased supply chain performance
JSI

47. Assessment guide and tool
Reference document review
Supply chain profile
Diagnostic dashboard
Supplemental surveys
The USAID | DELIVER PROJECT and People that Deliver have developed a toolkit to help public health supply chain managers in developing countries assess and improve the management of their human resources. It provides a structured, rating-based methodology designed to collect data needed for a rapid, comprehensive assessment of the capacity of the human resource support system for a country’s supply chain.
Document the capacity of a country’s public health supply chain human resource management
Identify where and how to improve supply chain
performance through the effective human resource management
of supply chain personnel
Document professionalization efforts of personnel working
across a country’s public health supply chains
Data are gathered from a document review, focus group discussions, and in-country stakeholder interviews to identify the strengths, areas for improvement, opportunities, and challenges for a wide range of human resource inputs and components. Findings are transformed into specific recommendations and strategies for action, based on an understanding of country priorities and programming gaps, which will strengthen supply chain personnel capacity by informing host country efforts to build applicable human resource systems and advocate for the professionalization of supply chain management. By strengthening the capacity of public health supply chain personnel, both supply chains and, ultimately, health systems will operate more effectively, thus preventing stockouts and ensuring that clients have improved access to lifesaving health supplies.
The toolkit includes an assessment guide and an Excel-based diagnostic dashboard tool, an assessment team training curriculum and supporting materials, and the adaptable tool and templates in MSWord. To download these components, click on the links below.
» Assessment Guide and Tool (PDF) Step-by-step guide providing a process for implementing the assessment and describing how to use the assessment data collection tool and supporting resources. » Diagnostic Dashboard (Excel) An Excel-based rating tool and dashboard used to define the stage of development, or maturity, of foundational human resources for health building blocks.
» Assessment Tool and Templates (MSWord) Assessment tool and templates provided in editable form to be downloaded and adapted for use to specific assessment objectives. » Assessment Team Training Workshop Curriculum (PowerPoint) PowerPoint-based training curriculum designed to train data collectors how to conduct the assessment.
Data collection tool comprises 4 components:
Reference Document Review – background documents and reference materials are collected and reviewed
Supply Chain Profile – a questionnaire designed to create a profile of the supply chain(s) being assessed (one is filled out for each unique supply chain)
Diagnostic Dashboard – evaluation tool used to define the transition stage of each HRH building block
Supplemental Survey (optional) – a survey designed to gather data needed to supplement the Diagnostic Tool data with context and detail where needed

48. Purpose of the Human Resource for Supply Chain Management Assessment Tool
Document the capacity of a country’s
public health supply chain human resource management
Identify where and how to improve supply chain
performance through the effective human resource management
of supply chain personnel
Document professionalization efforts of personnel working
across a country’s public health supply chains

49. Data Collection Tool Data collection tool comprises 4 components:
Reference Document Review – background
documents and reference materials are collected and reviewed
Supply Chain Profile – a questionnaire designed to create a profile of the supply chain(s) being assessed (one is filled out for each unique supply chain)
Diagnostic Dashboard – evaluation tool used to define the transition stage of each human resource building block
Supplemental Survey (optional) – a survey designed to gather data needed to supplement the Diagnostic Tool data with context and detail where needed

50. Use the Diagnostic Tool Dashboard
Level 4 (100%):
Human Resource Dimension Is Fully Developed
Colored “Petals:”
Human Resource Components
Level 0:
Human Resource Dimension Does Not Exist
If a petal is fully colored in, the human resource component is fully developed
Human Resource Dimensions
Sample Display: Fully Developed Supply Chain
Human Resource System
Sample Display: Supply Chain
Human Resource System in Development

51. Human Resource for Supply Chain Management Assessment Process
Conduct Assessment Team Training Workshop
Build data collection tool
Build data collection plan
Build data collection methodologies
Conduct Launch Workshop
Collect data
Develop recommendations
Prepare report
Validate findings and recommendations
Develop implementation plan
Report findings and recommendations
Compile reference documents
Build Supply Chain Profile

52. Activity – Practice Analysing Data!
Divide into 4-5 small groups.
Review sample Dashboard data in Handout.
Identify “strengths,” “areas for improvements,” “opportunities,” and “challenges”.
Hypothesize the root causes for internal “strengths” and “areas for improvement” and external “opportunities” and “challenges”.
Ask “What is the reason?”
And then for each reason, “Why does that exist?”
Then ask, “How does this impact the assessed supply chain?”
Tip: focus your time on areas with greatest potential impact
Be ready to present analysis for one human resource building block to the group.

53. Sample Dashboard with Aggregated Data

54. Data Analysis Table and Root Cause Analysis
Ask “What is the reason?”
And then for each reason, “Why does that exist?”
Then ask, “How does this impact the assessed supply chain?”
Tip: focus your time on areas with the greatest potential impact

55. Goal of a Strengthened Supply Chain Workforce…..
Organization and Staffing
Logistics Management Information System
Product Selection
Procurement
Inventory Control Procedures
Warehousing and Storage
Forecasting
Organizational Support
Transport and Distribution
Product Use
Finance/Donor Coordination/
…improved commodity availability!

56. Activity – Develop a Human Resource for Supply Chain Management Implementation Plan!
1. Identify one recommendation for expanding human resources
2. Be ready to present to the group, your recommendation & one action
you will take.
Human Resource Recommendation: _____________________________
Action Step
Responsibilities
Timeline
Resources
Potential Barriers
Communications Plan
What will be done?
Who will do it?
By when?
A. Resources Available
B. Resources Needed (financial, human, political & other)
A. What individuals or organizations might resist?
B. How?
Note “Evidence Of Success” (How will you know that you are making progress? What are your indicators?)!

57. Action Step Responsibilities Timeline Resources Potential Barriers
Communications Plan
What will be done?
Who will do it?
By when?
A. Resources Available
B. Resources Needed (financial, human, political & other)
A. What individuals or organizations might resist?
B. How?

58. Why do you believe investing in human resources for health supply chain management systems is important?

59. Importance of investing in HR for SCM
Key messages:
Increased global investments in health commodities have increased strain on national supply chain systems and the staff who run them
Effective supply chains are the cornerstone of any successful health care system...
NO PRODUCT....NO PROGRAM
Human resources have a significant impact on effectiveness and efficiency of a supply chain

60. Advocating and strengthening the supply chain workforce…
Resources & Advocates
Advocating and strengthening the supply chain workforce…

61. Let’s review our objectives
Identify HR challenges for SCM
List the five building blocks that constitute a systematic approach to HR in SCM and discuss their inter-relationship
Describe global HR initiatives for SCM and specifically articulate the role of the People that Deliver Initiative and how to interact with its leadership and membership
Explain how to assess HR for SCM using Human Resource Capacity Development for Public Health Supply Chain Management: Assessment Guide & Tools
Apply lessons learned to address the identified HR for SCM challenges