Landstuhl Regional Medical Center Supply Processes

Owned equipment and supplies are often in need of repair and staff sometimes fail to keep accurate inventory and order on time of need.

We began our analysis by searching for bottlenecks that existed in the current system. It was easily identified that major issues existed in the ordering process. Without calculations, you could tell the reorder point was too low since the historical plots showed inventory levels at zero for two or more days at a time. The number of jobs in customer orders showed correlating spikes at the same time of the inventory outages. We reviewed the utilization and queues of the other stations in the system but were hesitant to make in immediate changes since we were not entirely certain the effects of correcting the inventory policy.

If the operation have not reordered all the goods they need, this can lead to irritated customers and lower revenue for the operation.

Please accept this letter as my notice of resigning from my position here at Kalispell Medical Equipment. I was recently offered a new opportunity, at Kalispell Regional Hospital, working as a respiratory therapist. After much thought, and consideration, I have decided to take advantage of this opportunity.

Office Depot uses multiple inventory strategies to order products. 90% to 95% of goods are ordered through automatic replenishment, manual replenishment, pull replenishment, and global sourcing are also used depending on channel, volume, velocity and cost. (Office Depot, 2015). The accuracy of the inventory from both a DC and store perspective is critical to the organizations success. Heizer and Render (2014) state that record accuracy is a prerequisite to inventory management, production scheduling, and sales. Accuracy is maintained by either periodic or perpetual systems (p.479). In Office Depot, the stores are required to cycle-count technology items such as laptops, desktops computers, and tablets five days a week. Discrepancies are entered in the system and bounced off the local DC’s on-hand inventory discrepancies. Office Depot is a “blind receive” organization meaning the stores receive pallets of products and simply unwrap and put them away. The only way a store knows if a product is missing is through the cycle-count program. This system was put into place to speed up the receiving process and eliminate unnecessary steps once the product was received at the store level. Office Depot conducts a full physical inventory once a year through a third party and trues up the inventory shrink at this time.

Healthcare facilities are dealing with tremendous overflow of products due to reasons like expiring dates, over ordering, facilities are no longer using because of doctors’ choices, even hospital pricing contracts ending. I think something has to happen to improve the cost and efficiency of distribution strategies.

The global data standard which uniquely recognizes the locations and products is been developed by GS1 in order to streamline the processes and improvise operative inefficiencies within the healthcare supply chain. These standards are created by healthcare industry itself, and are designed to address the challenges within the industry by giving a single, rich and global repository of precise and updated information which can be utilized by the stakeholders of the healthcare supply chain in order to simplify inventory management. All of these data standards exist in in a Global Location Number (GLN) registry, which is a global directory for entire the GS1 data standards in supply chain. Stakeholders of the supply chain such as providers, distributors,

The floor staff should only alert Steve when the product line is empty on the shelves. Steve should only have the access to the accounting software to order inventories and have an authorised staff to write cheques and make payments. Steve should collect the inventories not the floor staff, Steve should check the delivery against invoice received (delivery note) and it should be registered in the system before stacking the inventories immediately. The delivery note should not be discarded and it should be kept safe for proof and auditing purposes.

Every month we have to order office supplies and medical supplies. Most often than not we order a bulk of our supplies from Henry Schein for our medical supplies. It would help is if they would have a easy ordering system. Currently, it is hard to search for items and prices that you need you have to setup an account and login. It would help our organization if Henry Schein could break down their supplies into different bulks. There are times you have to purchase things in large bulks that they could expire before they are used and we lose money.

Westminster Company has a long, rich tradition of being one of the biggest healthcare supply businesses in the world. They developed from a simple pharmacy supplier into an expanded, diverse variety of healthcare products to satisfy customer requirements. Westminster has operated in the United States (US) as three separate entities under one company that differ in location, size, and products produced. These three entities are individually operated and have no centralized management. In recent years, Westminster has observed the changing market and competition related to supply chains. In response, Westminster has conducted surveys and research over the past couple months that found some of the major issues that need to be addressed, to better serve their customers. As a result, they have sought solutions to adapt to these necessities in order to remain a solvent, competitive organization. The customers that make up the largest portion of sales (80/20 rule) are the mass merchants. These mass merchants are expected to continue growing during the upcoming decades. Therefore, it is imperative for Westminster Co. to ensure that they are able to properly serve the mass merchants’ requirements, while still being able to maintain customer requirements of non-mass merchants. The purpose of this paper is to evaluate Westminster’s current traditional supply chain practices and integrate solutions that will target efficient use of company resources while building stronger

According to the article Healthcare Supply Chain Management Market by Product, Delivery Mode & End User - Global Forecast to 2019, The cost associated with implementing an inventory management system will require healthcare programs to cut back on production lead times and force distributors and other healthcare facilities to carry small amount of inventory. These factors can also increase the healthcare cost in the United States and change the laws and regulations to import these products. Some challenges faced by healthcare supply chains are the inaccuracy of products being imported and the like hood of these products being contrabands. However, developing and inventory management system can help millions of Americans have access to better

When offers of reduced pricing are accepted for equipment, meeting delivery expectations becomes an important part of enhancing the customer experience to maintain satisfied loyal customers. An inventory specialist in the current distribution center would be given the additional task of segregating and maintaining inventory levels to meet the needs of the customer loyalty department.

This memo will discuss the efficient ways that Supply Chain Management, Inventory, and Logistics have been successfully implemented in the Intermountain Healthcare Supply Chain Center. Peggy Lee, Card Program Manager at IHC led the tour in the Supply Chain Center. The goal of IHC distribution center is reduce waste, cost and centralized the high volume supplies in one location and distribute across all their facilities. This gives Intermountain better control of their inventories and negotiation advantages. Using these methods has had a great impact in waste reduction, quality and cost savings.

Pacific Medical Supply Company was a prominent supplier in the southern California region. They used to supply medical instruments and all other itineraries using a distribution channel consisting of sales commission based Sales force. Jim Shine, the owner of Pacific Medical, started off his career with a background of a salesman at a beach application store. His first venture into the medical supplies business commenced in a garage and slowly climbed up to be a fully fledged business covering Southern California meaning

1.Identify the sources of internal and external data for all three (3) types of customers.