The landscape analysis of immunisation information system efficiency was conducted to better understand the work underway by all global stakeholders in this area. In order to meet global public health goals, including the Millennium Development Goals for improving maternal health; reducing child mortality; and combating HIV/AIDS, malaria, and other diseases, efficient public health supply chains are key, thus so is the role of the person tasked with managing this supply chain, the supply chain manager or logistician.

This paper examines the current situation for healthcare supply chains in low- and/or middle-income countries (LMICs), how the public and private healthcare supply chains in these countries are organised, and how they perform using some key availability and affordability indicators. This paper is not intended to be a comprehensive analysis of how supply chain performance or medicine access can be improved; rather, it is a broad situational analysis of how these supply chains are currently organised and performing.

The paper provides an assessment of the human resources (HR) landscape for supply change management (SCM) in immunisation supply chains, which is intended to inform the GAVI Alliance Immunization Supply Chain Strategy.

This toolkit forms part of the country support package for immunization supply chain managers (iSCMs) as part of the implementation of the GAVI Alliance supply chain strategy and is designed to enable and support the embedding of effective people management practices while promoting an understanding of the importance of performance management.

This toolkit forms part of the Country support package for Immunization Supply Chain Managers (iSCMs) as part of the implementation of the GAVI Alliance supply chain strategy and is designed to support anyone involved in change, especially those leading and managing initiatives with a focus on changing organizational behaviours. Many of the supply change initiatives outlined in the GAVI supply chain strategy and in EVM and other improvement plans will result in the introduction of new systems, processes and technology. In order for these changes to be sustainable it will also require a corresponding change in ways of working, behaviours and ultimately the culture of the organization.

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 analyses 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.

The Workforce optimization tool: an easy, powerful method to optimize your supply chain.

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.

This toolkit is a collection of adaptable resources for supply chain staff and supervisors that enables them to practice performance management processes and identify approaches for addressing performance management issues in their organisations. The purpose of this toolkit is, therefore, to help HSCM organisations to set out an approach to managing the performance of supply chain staff if they plan to develop a new performance management system.

In 2019 GHSC-PSM, in collaboration with PtD, SAPICS and USAID, published a SCM Professionalisation Framework white paper outlining how a SCM professionalisation framework could be used by: › Governments to define the professional standards of the profession › Employers to articulate SCM competency requirements and career pathways in their organisations › Learning institutions of to define clear learning and teaching courses › SCM employees to map out a professional career in SCM In 2020, the same consortium worked together to complete the necessary elements of the ‘SCM Professionalisation Framework’.