NHS Supply Chain May SME participation figure is 28% by sales value across both transacted and nontransacted

Transcription

1 SME Engagement and Participation The SME Special Interest Group has deemed that it is more fair and equitable, and in line with OJEU compliance, that NHS Supply Chain put processes and allied measures in place to ensure a level playing field for all suppliers to remove barriers that SMEs may have encountered, instead of setting a target percentage for SME representation across all portfolios. Markets such as dressings, pathology and audiology are populated by a higher proportion of SMEs NHS Supply Chain May SME participation figure is 28% by sales value across both transacted and nontransacted sales. Summary of data: SME participation in Transacted sales increased to: 30% SME participation in Non-Transacted sales slight decrease to: 23.7% Total SME participation in NHS Supply Chain sales: 27.8%

2 Innovation - Scorecard Metrics - Unique innovations that fall outside of the normal tendering process July 2009 Aug 204 Scorecard Submission Numbers Jul 2009 Jul 204 Total submissions since scorecard intro 34 Total launched 32 Rejections 252 Total Pipeline 57 To be added to framework 0 Still to be assessed by the buyer 57 Sales of products introduced through the scorecard growing significantly yr on yr. This is driven by a small number of successful lines e.g Baileys instruments There were no new submissions in August 204

3 June 204 Supplier Board Moodboard Issue NHS Supply Chain Ts and Cs Full understanding of role of NHS Supply Chain, transparency of process, route to market, sourcing strategy Deliverable % achiev ed Revised T&Cs for suppliers to the NHS through NHS Supply Chain Align where commercially appropriate to NHS T&Cs Current Status Previous Status 95 Clear definition of the role of NHS SC to include 3 year strategic overview and clarity of different supply channels 75 Action/Status Rationale * Positive feedback received from board that transparency is valuable to improve strategic alignment across Suppliers and NHS Supply Chain. * Supplier research action plan as BAU research to be repeated Q 205 Develop a set of Metrics and a Dashboard format to be regularly reviewed and updated Develop an SME strategy Produce Dashboard Strategy fully endorsed/signed off by Supplier Board * Metrics endorsed by NPC, produced and presented quarterly * SIG agreed priorities for supplier board focus, agreed by Board Members * Metrics SIG to be reformed to change focus as part of DH review and to bring in line with DH priorities SAVINGS * SIG formed to consult and support development of NHS Supply Chain research and guide the development of the SME strategy, aligned with DH workstream. * Action plan incorporated into BAU and endorsed by DH Generate Awareness/Clarity of wider NHS Landscape Support DH initiatives as required 75 * Supporting DH SME, BPBVBC workstream * DH sharing Key Supplier Programme and Savings Initiative updates with Board Reduce messaging/letters into DH and BSA Shared best practice in response to medical market changes (eg: Barcoding, Benchmarking, DH Procurement Guidelines) Commitment from Supplier Board membership to use Supplier Board as communication channel for all inputs and outputs from their associations both positive and negative Supplier Board membership to use Supplier Board to share best practice and invite shared learning Standing Agenda item to agree messaging/items of escalation in NPC DH reporting an increase in direct messaging from suppliers Standing Agenda item to invite best practice sharing in response market change GS Barcoding, Savings initiatives, Credentialing, Net Promoter School information exchanges included on agenda

4 NHS Supply Chain Medical Markets Supplier Board Achievement Wall Alignment with DH BP.BV.BC via Communications and Workshops SME Strategy implementation within NHS Supply Chain Best practice sharing BHTA Barcoding/GS guide shared and new SIG to be formed Innovation and Clinical Engagement focus SIG SME Strategy Development Recognition from NPC Raising the Bar Effective channel of communication Agreed metrics and dashboard with evolution as appropriate Supplier Board Web site for communication and information SIG Terms & Conditions Consultation and Implementation Supplier Research supported by Trade Associations leading to focused NHS Supply Chain Supplier Engagement Customer Savings Reports and benefits tracking and measurement Evidence based Joint Submission in response to DH Call for Evidence Agreed Terms of Reference Quarterly meetings Transparent and honest information exchange Breaking New Ground Greater awareness and clarity of wider NHS Landscape Agreed plans and projects into 204 and beyond Jointly addressing challenges as they arise Supplier Board Website Aug-3 Aug-4 Traffic to the website has plateaued but is showing a slight improvement on last year. The majority of visits are still from Google and the best time on page stats still come from people who landed on the page after clicking on an (newsletter). The most frequently viewed pages remain the home page and the board members page

5 Customer Procurement Savings Reports: Results and Web Logins New platform for all classification -7 released May 204. The totals within this update include the usage statistics and savings based on the new release of data, with specific focus on price movements across portfolios 7 These graphs illustrate NHS Supply Chain savings figures for the period Jan to Aug 204. Please note these tables each have a different scale. Total Customer Savings Calendar Year m. Target is 90m for the full year This figure relates to all customers of NHS Supply Chain and savings classifications,2,3,4 &7 above Total NHS delivered price reductions and cash releasing savings for DHL year 204 to date is 7.m net cash reduction Web Logins - Individual Trusts - 0 Total Customer Net and Decreases only Jan August m

6 Total Customer delivered price reductions and cash releasing savings Calendar year to date 7.3m (Jan 204 to Aug 204) Notes: Depicts price reductions only 7 NHS year to date (April 204 to August 204).5m Notes: Depicts price reductions and price increases combined Notes: Depicts price reductions only 7

7 Tender Durations Cabinet Office mandate for all but the most complex government procurements is 20 working days from publication of OJEU to award decision. 4 contracts were awarded during August and 3 tenders published Rolling average tender duration now stands at 76 days, which is well within the cabinet office mandate of 20 days 5 tenders are currently under evaluation Aug-3 Sep-3 Oct-3 Nov-3 Dec-3 Jan-4 Feb-4 Mar-4 Apr-4 May-4 Jun-4 Jul-4 Aug-4 Awarded Max Min Average Rolling Average Financials Aug 204 Our cash collection and payment performance remain strong as indicated by DSO and DPO. Both DPO and DSO remain below the MSA targets Days Sales Outstanding is a measure of how quickly customers are paying NHS Supply Chain. Days Purchasing Outstanding is a measure of how quickly NHS Supply Chain pays its suppliers Days Sales Outstanding 3 Month Rolling Days Purchases Outstanding 3 Month Rolling Days 32 Days MSA MSA Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec MSA Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec MSA