1 / 8

Learning from an ePMA procurement exercise

Learning from an ePMA procurement exercise. Simon Mynes Director of Pharmacy Plymouth Hospitals NHS Trust. Time line. Project initiation – June’12 OBS development – June‘13 – Feb’14 PQQ issued – Jan 2014 Restricted to NHS catalogue suppliers Award of “tech fund” – In parallel

chaka
Download Presentation

Learning from an ePMA procurement exercise

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Learning from an ePMA procurement exercise Simon Mynes Director of Pharmacy Plymouth Hospitals NHS Trust

  2. Time line • Project initiation – June’12 • OBS development – June‘13 – Feb’14 • PQQ issued – Jan 2014 • Restricted to NHS catalogue suppliers • Award of “tech fund” – In parallel • Evaluation – March 2014 • No supplier met all the essential criteria • Couldn’t really distinguish who was “best” for desirable criteria • Next steps – integrated PMS vs stand alone ePMA

  3. General points • Few reference sites across the UK • Few systems available • Be clear of the drivers • Safety, finance, operational benefits • Clarity of the overall scope of the project • ePMA vs MM system • Integration vs interfacing • e.g. Paeds, Critical care, theatres, OPD etc

  4. General points • What do you need from day 1 • Road map of development …….!!!! • Pressure introduced by the “tech fund” • Supplier capacity • Closed vs open dialogue process

  5. Project group • Define membership at outset and get buy in immediately. • Stability of group membership. • Size of wider reference / consultation group. • Maintain momentum during periods of low activity

  6. Specification GET IT RIGHT • Realistic / achievable vs inspirational • What do you need from day 1 • Development of OBS when not sure what is actually deliverable / available

  7. Evaluation • Closed vs open dialogue process • Speed vs developmental • Scoring system • Can it actually distinguish between systems • Define very carefully what is really essential • Weighting of criteria (dilution of having too many)

  8. Top 3 Points • Be clear of your vision / priorities • What are your must haves • Get the OBS right • Maintain focus / momentum of project group • Process for evaluation • Must be able to distinguish between suppliers

More Related