4. Introduction
• Objective of ‘Materials Management’
– To establish and operate
• an efficient and effective system
• that ensures supply of required quantity and quality of
materials
• when and where it is needed
• A neglected area in health field – esp. public
services
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6. Need for materials management - 1
• Financial benefit
– Materials make upto 40% of total expense in
health centres
– Effective management can release funds for other
purposes
• Better availability of materials
– Adequate supply of right material at the right place
whenever required
– Avoid out-of-stock situations
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7. Need for materials management - 2
• Complexity in health sector
– Technical, non-technical, consumable and non-consumable
items peculiar to health sector
• Cold chain
– Vaccines to be maintained in cold chain from the point of
manufacture to point of use
• Contraceptive supply
– High priority, must be available at all times throughout the
country
• Scope for improvement
– Cost-effectiveness mostly ignored in public sector
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9. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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10. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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11. Identification of items
• Large number of aggressively marketed drugs
under proprietary names
• A hospital committee – to decide the list of
drugs to be purchased (based on prevalent
morbidities and funds)
• Prefer cheap & safe generic drugs to costly
proprietary drugs
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12. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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13. Estimating demand - 1
• From previous trends – monthly, quarterly or
annual requirements can be estimated
• Unusual occurrences (epidemics) sh. be taken
into account
• Eg. Estimating vaccine requirement in PHC
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14. Estimating demand - 2
• Estimating vaccine requirement
– No. of beneficiaries, No. of doses of each vaccine,
Wastage factor, No. of sessions
– E.g. Requirement of TT for pregnant women
• A HSC with 5000 population and birth rate of 30/1000
• 150 births with 10% pregnancy wastage = 165
• Total TT doses 165 X 2 = 330 doses
– E.g. For children
• Birth rate, IMR, no. of infants alive at one yr. of age
• Wastage factor for DPT, OPV = 1.33, BCG, Measles = 1.33
for 5 dose vial, 2 for 10 dose vial
• No. of doses divided by no. of doses per vial will give the no.
of ampoules/vials required
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15. Estimating demand - 3
• Estimating IFA requirement
– No. of pregnant mothers = 165
– No. of tablets required = 16500
– 50% of women will be anaemic and require extra
100 tablets
– So total required will be = 16500 + 8250
• Similarly requirement for IFA (paed), ORS,
Septran can be calculated
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16. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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17. Purchase and procurement
• Objective – maximum value for rupee spent and have
minimum of delay
• Centralised
Ordering in bulk makes negotiating easy and reduces cost,
eliminate middleman, quality control
Disadvantages – delay in supply, consumer dissatisfaction
• Decentralised
Peripheral units buy their own supplies, avoids delay,
consumer satisfied, flexibility,
Disadvantages – office work increases, lack of interest or
expertise
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18. Procurement in PHC
• Indenting from District level/CMO
• Action plan form (form 2)
• Supplies are received quarterly, but earlier
replenishment can be requested
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19. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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20. Inspection and quality control
• ISI or ISO standards of the items should be
looked for before purchasing
• Once the goods are received
checked for quality and quantity
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it must be
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21. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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22. Storage
• Separate for medical and non-medical items
• Adequate facilities – light, ventilation,
cupboards, shelves/racks, refrigerators
• Narcotics and dangerous drugs in locked
cupboard
• Storage free from vermin
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23. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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24. Inventory control
• Inventory
– A complete list of items such as goods in stock,
drugs, equipment
• It is method of maintaining stock of items
– At a level at which purchasing and stocking costs
are the lowest possible
– Without interference with supply
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25. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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26. Issue procedure - 1
• A procedure that saves time, reduces paperwork and
prevents duplication
• Written indent for issues to various depts., special rules for
dangerous and costly drugs
• First In First Out principle
– Keeping older stock in the front and newer stock at the back
• Push or allocation system
– Decision making at the top level
• Pull or requisition system
– Peripheral outlets draws stock from central stores
• Mixed system
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27. Issue procedure - 2
• Maintain Stock Register
• The pharmacist or the user sh. be asked to maintain a
separate register for entering daily usage of each item
• At the end of each month the balance sh. be checked
physically
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28. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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29. Maintenance, repair & condemnation
• Vehicles – keeping maximum proportion of
vehicles roadworthy
• Expensive equipment require proper maintenance,
convince staff for proper cleaning inspection and
reporting about equipment
• Condemnation committee formed for worn out
objects
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30. Components of Material Management
in Health Services
•
•
•
•
•
•
•
•
•
Identification of items
Estimating demand
Purchase and procurement
Inspection and quality control
Storage
Inventory control
Issue procedure
Maintenance, repair, condemnation
Information system
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CCM, AIIMS
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31. Information system
• Meticulous record keeping is absolutely
essential to justify actions
• A BIN CARD – it is a record of receipt, issue
and stock in hand – maintained for each item
separately
• Stock verification regularly to ascertain
physical quantity
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33. Inventory management - 1
• It is method of maintaining stock of items
– At a level at which purchasing and stocking costs are the
lowest possible
– Without interference with supply
• There should be a balance in stocking
– If large quantities of drugs are purchased there will be no problem of
supply and out-of-stock situation
– But maintaining large amount of items is like storing money which
could have been used for other useful purpose
– A large stock will require space and staff to manage it
– Pilferage, loss, expiry, better and newer cheaper alternatives
– The yearly carrying cost of inventory is about 25%
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34. Inventory management - 2
• Managing inventory in a systematic way avoiding over or
under stocking is a scientific process
• General principal
– Fast moving items which have large consumption must be
ordered frequently while maintaining a safety buffer stock
– Items which have small consumption must be ordered
frequently with a large buffer stock
• Some techniques
–
–
–
–
ABC analysis
VED analysis
SDE analysis
FSN analysis
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35. ABC Analysis - 1
• Divides inventory into three classes based
on annual cost
Class A - high annual cost
Class B - medium annual cost
Class C - low annual cost
• Category A drugs should get high priority
because they account for bulk of
expenditure, their consumption, purchase
must be critically watched
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36. ABC Analysis - 2
Item
Stock
Number
Item1
Percent of
Number of
Items
20%
Annual
Volume
(units)
1,000
x
Unit
Cost
=
$ 90.00
Annual
cost
$ 90,000
Percent of
Annual
cost
Class
38.8%
A
72%
Item2
500
154.00
77,000
33.2%
A
Item3
1,550
17.00
26,350
11.3%
B
350
42.86
15,001
6.4%
Item5
1,000
12.50
12,500
5.4%
B
Item6
600
$ 14.17
$ 8,502
3.7%
C
Item7
2,000
.60
1,200
.5%
C
100
8.50
850
.4%
1,200
.42
504
.2%
C
250
.60
150
.1%
C
Item4
Item8
Item9
Item10
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30%
50%
CCM, AIIMS
23%
5%
B
C
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37. Percent of annual cost
ABC Analysis - 3
80
70
60
50
40
30
20
10
0
A Items
–
–
–
–
–
–
–
B Items
–
|
|
|
|
–
10 20 30 40
C Items
|
|
|
|
50
60
70
80
|
|
90 100
Percent of inventory items
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38. ABC Analysis - 4
Criteria other than annual cost may also
be used
Delivery problems
Quality problems
High unit cost
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39. VED analysis
• Vital (10%) - life saving drugs, no alternatives,
can’t afford to have out-of-stock
• Essential (40%) - absence can be tolerated for
short stretches and alternatives are available
• Desirable (50%) – absence can be tolerated for
longer periods
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40. Combined ABC and VED
V
E
D
Category I – 15%
A
AV AE AD
B
BV BE BD Category II – 40%
C
CV CE CD Category III – 45%
• Cat I – continuously monitored, keep minimum safety stock to
reduce carrying cost
• Cat II – mid level managers, low priority, moderate control
• Cat III – low level managers, high buffer stocks, lower priority
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41. SDE analysis
• Scarce – imported, frequently in short supply
• Difficult – difficult to obtain in quantity or quality
• Easy – easily available
FSN analysis
• Fast moving – large consumption
• Slow moving – small consumption
• Non-moving – obsolete drugs, lockup space and funds and
usually condemned due to expiry
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42. Methods of ordering
• Two bin system
• Cyclic system
• Economic order level
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43. Two bin system
• New order is placed when stocks reach a predetermined
level for which following information is required
Lead time – the interval between placing order and receiving
supply, may vary from item to item
Buffer stock – stock maintained as insurance against variations
in consumption
In RCH, for very crucial items recommended buffer is 10% and 5% for
rest of the items
Reorder level – the level at which new order is placed, equals the
amount that will be consumed in the lead time plus buffer stock
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44. Cyclic system
• Various items are checked with certain
periodicity called review period
– Find out consumption, balance in hand
– The period between orders is fixed
• The quantity ordered depends upon lead time
– It the lead time is less than the review period, the
amount ordered will be the difference between
maximum stock and stock in hand
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45. Reorder Points
The reorder point (ROP) tells when to order
Demand
per day
ROP =
Lead time for a new
order in days
=dxL
d=
Rizwan S A
D
Number of working days in a year
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46. Reorder Point Curve
Inventory level (units)
Q*
Slope = units/day = d
ROP
(units)
Time (days)
Lead time = L
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47. Reorder Point Example
Demand = 8,000 tablets per year
250 working day year
Lead time for orders is 3 working days
d=
D
Number of working days in a year
= 8,000/250 = 32 tablets
ROP = d x L
= 32 tablets per day x 3 days = 96 tablets
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48. Fixed period system
Target quantity (T)
Q4
On-hand inventory
Q2
Q1
Q3
P
P
P
Time
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49. Variable demand with reorder point
Inventory level
Q
Reorder
point, R
0
LT
LT
Time
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51. Economic order quantity
• It is the order quantity that minimizes total
inventory holding costs and ordering costs
• EOQ is fixed for each item taking into account
– Annual requirement
– Cost of carrying inventory
– Cost ordering
• We want to determine
– the optimal number of units to order
– so that we minimize the total cost associated with the
purchase, delivery and storage of the product
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52. Economic order quantity
• Variables needed to calculate EOQ = optimal
order quantity
Q = order quantity
D = annual demand quantity
S = fixed cost per order (typically cost of ordering and shipping and
handling. This is not the cost of goods)
H = annual holding cost per unit (carrying cost) (warehouse space,
refrigeration, insurance, etc. usually not related to the unit cost)
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56. Managing equipment
• Four main procedures
Ordering
Storing
Issuing
-(obtaining from stores)
-(recording, labelling, holding)
-(giving out, recording the issue and
balancing the stock, signed voucher)
Controlling/maintaining
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57. Ordering equipment
• Making list
– A list of all required items, the exact quantity
• Balancing needs and resources
– Making a cost estimate
• Using a catalogue
• Completing order/requisition form
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58. Storing equipment
• Equipment is stored in 2 places
– A main store where stocks are kept
– The place of use
• Receiving new items
– Noting in the stock register, the date, reference
number, invoice number, and quantity of items
• Keeping ledger balance after issue
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59. Issuing equipment
• Ledger record
– The issue of items is noted and the balance is
entered
– Issue voucher is an official form with date,
quantity, department of use, recipient, and sign
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60. Controlling/maintaining
• Convincing staff that equipment must be
cleaned, inspected and kept in good order,
defects must be reported immeddiately
• Inspection checklist and inspection schedule
• Detecting discrepancies and taking action
• Keeping accurate equipment records
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62. Managing drugs - 1
• The objective of managing drugs is to use
drugs wisely and avoid wasting them
• Educate staff about use of drugs
– Notes on common drugs
– Correct doses
– Discuss wastage in staff meetings
– Lecture/discussion on common drugs
• Educate patients
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63. Managing drugs - 2
• Preparing a standard drug list
– Selected from a list of essential drugs
– Depending upon common diseases in the hospital
– New drugs availability
– Budget
• Estimating requirement; ordering and stocking
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64. Managing drugs - 3
• Stock-card system
– Sometimes used instead of a ledger
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65. Managing drugs - 4
• Issuing and controlling use of drugs
• It helps in identifying when stocks need reordering,
checking usage against treatment, detecting discrepancies,
check usage in different depts.
• A/B or Double-shelf system
– when shelf A is used up
order is placed for new stock
– Part B will be used up by the
time the new order arrives
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66. Managing drugs - 5
• Controlling life saving drugs
– Make a list of such drugs
– Place them together in one shelf
– Check frequently, Order new supply when
depleted to half
• Prepacking drugs
for outpatient
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67. Eg. TNMSC Model
• TNMSC, the state government's drug
procurement agency, is considered
among the best centralized and
efficient
public
sector
drug
procurement mechanism in the
country
• Primary objective - ensure ready
availability of all essential drugs and
medicines
• These improvements have helped
bring down the average cost of drugs
for inpatients in Tamil Nadu’s public
hospitals to Rs. 102, (3,268 Haryana,
2,166 Himachal Pradesh, 3,187
Rajasthan)
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68. Exercises
• You are the MOIC of PHC Chhainsa
1. Calculate the number of ORS packets required
for this year
2. Calculate the requirement of BCG and Measles
doses required for this quarter
3. Calculate the requirement of Paediatric Septran
tablets for this year
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