The objective of the WOT is to optimise supply chain staffing to improve overall human resources utilisation as one of the key elements in the PtD Theory of Change for Building Human Resources for Supply Chain Management. The primary output of the WOT is an analysis of supply chain staffing requirements based on a user-determined set of parameters.
The Workforce Optimization Tool: an easy, powerful method to optimize your supply chain
The Workforce Optimization Tool is different from other tools the supply chain community has seen because it allows users to set different objectives to improve supply chain performance and/or health outcomes, as well as staff for demand. This provides managers with an easy-to-use tool to model various scenarios based on local needs and resources. It was created to be a resource in decision making across supply chains; because of that there is not one-use case but many.
This report is the first of its kind to look at training evaluation within the public health supply chain. It emerged from an expressed need by the PtD Board to improve the evaluation of training and development activities with less reliance on training intervention outputs (i.e. the number of individuals trained), towards documenting the outcomes and impacts of training activities leading to improvement in health service delivery.
The Human resources for supply chain management diagnostic tool
The methodology for this assessment is based on the USAID HR for SCM Theory of Change.
Download the tool (Excel file)
The purpose of this package is to set standard policies and practices to ensure fairness and equity, attract and retain a qualified and committed supply chain workforce and to clearly show the rights and responsibilities of the health supply chain workforce This standard is meant to be used as either a guideline for health supply chain organisations that do not yet have a HR policy manual or that do and wish to update and ensure that it contains best practices. Therefore, this document shall be used as a reference tool when developing, revising or updating HR policy manuals.
PtD and its Coalition Members have put together a list of links to resources, guidelines and tools that health supply chain professionals involved in COVID-19 response efforts will hopefully find useful. This page is updated periodically as new materials are developed and shared with PtD. New resources are added to the bottom of each thematic area. To suggest resources to add please send an email to email@example.com.
Supply chain management professionalisation framework
People that Deliver (PtD) supports governments and organisations to improve supply chain performance by advocating country-based interventions that strengthen human resources in health supply chains. PtD’s goal has always been to achieve professionalisation, whereby health supply chain management is transformed into a recognised profession of the highest integrity.
The Human Resources for Supply Chain Management Theory of Change (HR4SCM ToC) provides a useful basis for strategic planning, by providing a foundation for developing strategies to manage the quantity, type, and capacity of human resources required to operate health supply chains. The HR4SCM TOC analyzes the conditions needed to ensure that workers at every level are performing optimally, in order to fulfill all the necessary functions of an effective SC system.
Supply Chain Leadership
As a follow up to the IAPHL and PtD moderated discussion on Supply Chain Leadership, we hosted a joint workshop IAPHL and PtD join forces to better understand Supply Chain Leadership at the 2018 Health and Humanitarian Logistics Conference. As part of this workshop and discussion, we asked supply chain leaders themselves to recommend articles, tools and guides on the topic, which we have compiled into a non-exhaustive list of suggested readings, frameworks, and resources related to supply chain leadership which you can find below, or click the link to the right under "Resource Library" to download as a pdf.
The LMG Project builds inspired leaders, sound management systems, and transparent governance practices at the individual, network, organizational, and governmental levels in order to strengthen health systems. This compendium examines and documents the existing evidence in the role L+M+G plays in strengthening health system and performance in LMIC.
Strong leaders are necessary for supply chains to function by providing guidance, gaining commitment, and embracing change. JSI developed a supply chain leadership change management framework in response to the growing need to build strong supply chain leaders. This framework helps to reframe problems or solutions, consider alternative ways of doing things, and figuring out strategies to help accelerate necessary change in order to improve supply chain functions.
The 7 Habits of Highly Effective Health Supply Chain Professionals (Pamela Steele (PSA) Associates Ltd, 2015)
Highly effective supply chain professionals display 7 habits that are key to being successful. They are proactive, begin with the goal to be achieved in mind, plan and prioritize activities, consider the needs of other stakeholders, listen to others to decide on issues, encourage diversity and collaboration, and embrace innovation. See also this summary in pdf form
The vast network of the supply chain of products, services, information and finance responds well when it is managed in the short term. However, successful leadership is required to garner the best performance in the long run. This report illustrates the role of the individual supply chain leader, including his or her attributes, leadership style and goals. Its purpose is to help develop greater awareness of and interest in the skills of supply chain leaders. The content is based on targeted APICS research of supply chain and operations management professionals across many industries and management levels.
People that Deliver Health Supply Chain Competency Framework for Managers & Leaders (People that Deliver, 2015)
The framework defines the skills, competencies and associated behaviours that are required for effective supply chain management. It can be used to map existing competencies with desired competencies at all levels of the system and inform a capacity development plan to address the gaps.
To help illuminate the strategies and processes employed by Supply Chain Leaders (SC Leaders), and how they differ from Supply Chain Followers (SC Followers), Deloitte Consulting LLP conducted its 2014 Global Supply Chain Survey. It captures the input of more than 400 executives in manufacturing and retail companies around the world, and reveals the distinctive supply chain approaches associated with high supply chain performance.
The global health community has until recently focused much of its attention on achieving relatively near-term goals, such as the 2015 Millennium Development Goals and the Family Planning 2020 goals. However, there is now growing interest in achieving longer-term end games that look a generation into the future, such as attaining universal health coverage, achieving an AIDS-free generation, and ending preventable child and maternal deaths. For those concerned with ensuring access to health commodities, these longer-term visions require a hard look at the supply chain systems of today: How well have they adapted to today's realities? And what must begin now in order to equip them to take advantage of future opportunities and to meet future challenges?
Some people still argue that we must replace management with leadership. This is obviously not so: they serve different, yet essential, functions. We need superb management. And we need more superb leadership. We need to be able to make our complex organizations reliable and efficient. We need them to jump into the future — the right future — at an accelerated pace, no matter the size of the changes required to make that happen.
In today’s highly uneven and complex global economy, with growth slowing and recession fears increasing, companies are looking at new opportunities to manage costs and drive growth. Further complicating business models is the fact that growth is occurring almost entirely in emerging markets, and a two-speed economy has developed that is likely to endure for some time to come. In this new era of globalization, emerging markets require more resources (investments, materials, commodities and talent) than mature markets, which are being asked to do more with less and still deliver expected profitability. This disparity contributes to a hypercompetitive, complex environment of rapidly evolving customer expectations and eroding margins. Most supply chain workforces are unable to execute at the pace required to excel in this environment.
Leadership through the Gender Lens brings together critical analyses and debates on gender, leadership and management with contributions from 13 countries and five continents. How leadership and management are gendered can mean more gender equal or more gender unequal conditions for women and men.
Managers who Lead Toolkit (MSH, 2005)
This toolkit provides managers and facilitators with exercises and tools to improve managers’ skills in leading and managing teams and strengthening individual and team performance to produce results.
Managers Who Lead empowers health managers at all levels of an organization to lead teams to face challenges and achieve results. It answers questions such as: How can I lead and manage more effectively? How do I create a shared vision and a clear path for achieving it?
This matrix provided courtesy of Dr. Andrew Brown, from materials developed for the the Global Health Supply Chain - Procurement and Supply Management (GHSC-PSM) project.
Health product specific