Workflow
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Institution
Workflow
Supply Procurement代写 Procurement is one of the key department in every organization. As Klein (2015) puts it hospitals are now looking for···
Medical Supply Procurement Flowchart Supply Procurement代写
Procurement is one of the key department in every organization. As Klein (2015) puts it hospitals are now looking for value-based procurement processes by joining Group Purchasing Organizations (GPOs). The major aim of joining GPOs is to be part of the supply chain for purposes of efficiency, standardization, and affordability. Because the activity is a repeated work in the department, a workflow informs of the flowchart is important as a guide to the workers so that to avoid confusion ad wastage. Below is the workflow as adopted by the organization I work for and which provide the general flow of activities involving supply procurement.
Stakeholders in the Supply Procurement Supply Procurement代写
Any organization cannot survive in isolation. Any activity is undertaken in an organization be it strategic, operational or tactical, stakeholders must have input, commitment, and support (Raudabaugh, 2017). The organization needs to engage stakeholders continuously.
In the supply procurement workflow, the stakeholders are the people who contribute either directly or indirectly in the whole process. In the context of a hospital, such stakeholders include; the head of the procurement department, doctors, nurses, finance officers, store managers, logistics managers, suppliers, and any other stakeholder. These are the people trusted to make sure ordering and making purchases move smoothly. If one of them fail to deliver, the whole process may fail or be inefficient.
Supply Procurement Workflow Explained Supply Procurement代写
The work begins by identifying what the hospital needs to procure. The flowchart has two parts of the need, that is supplies or equipment and medical personnel or facility. They all vary at each particular time. In this case, we assume that the hospital needs a drug supply. The nurses, doctors, and store manager through the procurement department may provide the details of what is lacking in the service delivery.
The department then is responsible for compiling the list of what is needed along with details and the reasons for their purchase. Then the people responsible fill the request form which is sent to the procurement manager then to the finance office for approval. If the form with the purchase details is approved, it is sent to the supply, if not approved, it was taken back to the procurement department for consideration of recommendations.
If the orders in the form are available in the store and ready for pick by the employee, the purchase requisition is filled, and the purchases entered in the book entry. The items are ready for use by the hospital staff. On the other hand, the items may not be available until a new order is made to the supplier, in which case the order form is filled and sent to the appropriate supplier. The supplier delivers the purchases which are then transferred to the hospital inventory. This process is recurrent every time new purchases are needed.
Technology Use in Procurement Supply Procurement代写
The activities in the procurement department are recurrent and sometimes can be tiring, costly, and time-consuming. Today, organizations are adopting e-procurement to manage all that pertains to the procurement process (Vaidya & Campbell, 2016). To implement this trend in procurement, the technologies used include computers for invoicing and data entry, printers, intranet and Internet for sharing information, telephones, and CCTV cameras for surveillance. All these technologies are managed and integrated with the Procurement Information System.
Policies and Regulations in Procurement
All the public procurement processes are guided by Acquisition Procedures FY18 Edition version 1.0 prepared by the Department of the Treasury (2017). These regulations aim at ensuring transparency in the procurement department and also to reduce wastage and theft of public items.
Metric Used to Measure the Workflow Performance Supply Procurement代写
After the workflow has been active for sometimes, the procurement manager needs to test the performance of the workflow and see whether it is efficient to use and minimize wastage. The measurement of workflow is important in making improvement in the process (Vuksic, Glavan, & Susa, 2015). Some of the metrics for measuring procurement performance include the time taken to place the order and delivery. Less time taken mean the workflow is efficient.
Another metric, continuous flow of items needed in the hospital like drugs, gloves, cleaning materials, clothes et cetera. It means the flow is not causing any delay in making deliveries and ordering. The manager may also measure the losses due to the theft or damages or misplacement. In this case, a good workflow ensures that all items are well recorded and stored safely. However, if any of the metrics are not fulfilled by the workflow, changes have to be made for improvement.
Areas of Improvement Supply Procurement代写
The hospital I work for need to employ enough manpower in the procurement department to improve service delivery regarding time and cost. I found that the current workers are overwork by having to work for long hours. This being a critical department in the hospital, deploying enough workers will make the workflow even faster and efficient.
Conclusion Supply Procurement代写
Workflow design is essential to any progressive organization. Therefore, it is recommended that to have a workflow of the repetitive tasks to create a standard that will be followed. It is also necessary for the workflow to be well known by all the stakeholders to create harmony in the process. Moreover, the contribution of technology in the workflow cannot be underestimated as in the case of the procurement department. Lastly, like any other area, measurement metrics are essential in making any improvement needed.
References Supply Procurement代写
Department of the Treasury. (2017). Acquisition Procedures FY18 Edition version 1.0. Department of the Treasury.
Klein, K. (2015). Values-based food procurement in hospitals: The role of healthcare group purchasing organizations. Agriculture and Human Values, 32(4), 635-648. DOI:http://dx.doi.org/10.1007/s10460-015-9586-y
Raudabaugh, J. (2017). Procurement performance: Voice of the stakeholders. Supply Chain Management Review, 21(1), 43-45. Retrieved from https://search.proquest.com/docview/1862134686?accountid=45049
Vaidya, K., & Campbell, J. (2016). A multidisciplinary approach to defining public e-procurement and evaluating its impact on procurement efficiency. Information Systems Frontiers, 18(2), 333-348. DOI:http://dx.doi.org/10.1007/s10796-014-9536-z
Vuksic, V. B., Glavan, L. M., & Susa, D. (2015). The role of process performance measurement in bpm adoption outcomes in Croatia. Economic and Business Review for Central and South – Eastern Europe, 17(1), 117-143,149-150. Retrieved from https://search.proquest.com/docview/1692430846?accountid=45049
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