Cambridge University Hospitals (CUH) is one of the largest and most renowned Trusts in NHS England with a worldwide reputation and a commitment to deliver care which is kind, safe and excellent. The Trust is the heart of a leading Biomedical Research Centre and is one of the five Academic Health Science Centres. At the time of the project, the Trust employed c. 7k people, delivered care for 70k inpatients and 460k outpatients, operating 1k beds across 52 wards and delivering 40k surgical procedures. CUH’s turnover was c. £660m, of which c. 30% was non-pay. As part of a wider Transformation programme, we delivered a number of step-change improvement projects focussed on inventory management in 1) Wards and Clinics (annual turnover £10m) and 2) Theatres (annual turnover £20m).
INSIGHT
Our consultants conducted a segmented analysis of the Trust’s Supply Chains, which were characterised by fragmentation of responsibilities, processes and systems. Clinical areas were often served by more than one supply model and clinicians were heavily involved replenishment processes.
We brought extensive cross-sector experience of designing and implementing optimal supply chain models. This included experience of leading Supply Chain and Inventory management practices, a number of methodologies and tools, including experience of Hospital Supply Chain Maturity Frameworks, Market Studies of Healthcare Inventory Management and Procure-to-Pay systems and Change Management.
ACTION
Our consultants gathered and analysed spend, contract and activity data from across the organisation to build a detailed ‘cost-to-serve’ model. We engaged with clinical and operational stakeholders to understand the current situation, key challenges and requirements.
We modelled a range of programme delivery options and jointly, alongside key stakeholders, developed a recommended supply model which reduced costs and improved service levels. We designed a sector leading process that maximised data capture and accuracy, while minimising the clinical burden in the process by applying an integrated, demand driven approach to balance efficiency with flexibility to accommodate the needs of a leading Teaching and Research body.
We developed a framework for an integrated approach to CUH’s supply chain incorporating GS1 and leveraging deployment of EHR. We led the implementation of recommendations which included a deployment plan, initiated by our consultants alongside the internal team, before transitioning to the client team to complete the rollout and operate.
RESULTS
We designed and implemented a new Theatres Supply Chain solution, the Procedure Kitting Solution, integrating procedure kitting, RFID and top-up solution to ensure right products, right time, right place, right presentation.
As such, a complete closed loop Theatres replenishment solution was created including full patient level costing – by patient, by procedure, by surgeon, to make the Supply Chains GS1 ready.
Scott Healy