CMRP Certification Exam: Application, Registration, and Test Administration Process

3. Why CMRP?

4. Learning Objectives

5. Test Administration Why CMRP? • Submit your application @ www.goamp.com • Apply • Register • Pay the Registration fees • AHRMM Members $275 • Non-members $425 • Once you’re eligible, schedule your exam • Reschedule once w/in 4 business days − No Charge • Rescheduled w/in 90 days − $100 rescheduling fee • Reschedule after 90 days − resubmit app. & pay fee again • Schedule

6. Exam Eligibility • Blend of Formal Education and Professional Experience AHRMM Membership is not required! • Baccalaureate degree or higher • from an accredited college or university 3 years associated healthcare supply chain* experience • Associate degree or equivalent • from an accredited college or university 5 years associated healthcare supply chain* experience • High school diploma • or equivalent 7 years associated healthcare supply chain* experience *Associated healthcare resource and materials management includes persons who are involved in the materials functions of healthcare facilities; or are active in the healthcare materials supply chain, including manufacturers, vendors, distributors, consultants, and employees of group purchasing organizations.

7. Applied Measurement Professionals, Inc. (AMP) AHA Certification Center

8. Reporting For The Exam • Rules • Reward • Where • What • Tips • No personal items allowed • Leave questions & return if time • Certificate • Selected H&R Block computers • 2 hours to answer 110 questions • Pencil & paper provided. • Must be return • Letter • No penalty for guessing • Results upon completion • No eating drinking or smoking • Pin • Photo ID (2 forms of identification) • No content questions can be asked • Time button (lower right hand corner) shows clock • Test Scores kept private. • Employer Notification • Must ask permission for break & no extra time will be added • Continuously Monitored by audio/video

9. The CMRP Certification Exam

10. Content Area/Cognitive Level Procurement, Product Value Analysis – 28 Questions Inventory Distribution Management – 25 Questions Information Systems & Data Management – 9 Questions Finance – 16 Questions Strategic Planning, Leadership, & Compliance – 22 Questions

11. Resources Galore! *FREE resource **AHRMM members discount

12. Procurement & Product Value Analysis 10 Recall Questions 18 Application Questions 28 Questions

13. Purchasing Manager’s Role

14. MM Responsibilities

15. Purchasing Job Tasks

16. Purchasing Process Sequence

17. Requisition Types • End User’s request for • Stock requisition • Non-stock requisition • Traveling • Procurement Card • Electronic Requisition • Stock products from CS • Request products from Central Stores • Department’s request to purchase non-stock repeat items. • Products to be ordered from a distributor or manufacturer • A credit card connected to the dept’s GL • Create online requisitions • Bypasses both requisition & PO • Requests are routed either • Includes date required • Non-stock products to be ordered from a vendor • Can be manual or electronic • Not used for non-repeat items or one-time purchases. • Purchases free of oversight. • To purchasing • Can be manual or electronic • Used for non-medical/non-contract items • To the vendor via the MMIS

18. Purchase Orders Are Offers To Purchase & Include: • If sales agreement differs from the PO terms • One does not automatically cancel the other • Requires monitoring to ensure the facility receives consistent value • POs sent electronically are legally binding agreements • PO is contractually binding if accepted by the seller

19. Special Purchase Orders • Blanket order • Standing Order • Open order • Products used regularly • Pre-negotiated agreement • Pre-negotiated • Order provides products not at a fixed rate • Requires delivery of set qty of goods/equipment • Purchase a fixed annual quantity or at fixed price. • On a schedule • On-demand basis • Price agreed upon before first shipment • Includes • Total to be delivered • Start & end dates • Quantities to be delivered on specific dates • Precludes any need for Pos/Requisitions • Eliminates additional requisitions and purchase orders • Rarely includes any PO detail lines • Normally used for non-medical/non-contract items • Usually used for bulk items with fixed usages • For each delivery the facility is charged at the PO price • When order quantity is completed the PO is closed • Now being replaced by P-Cards • Predictable Orders

20. Orders Continued…..

21. FOB destination (or hospital) • Most advantageous for the facility • Supplier absorbs all freight costs • Supplier files damage claims • Ownership transfers when goods arrive at the hospital • FOB Destination, Prepay, & Add • Supplier prepays freight charges & adds to the invoice • Supplier files damage claims • Ownership transfers when goods arrive at the hospital • FOB Shipping Point (or origin) • Most advantageous for the supplier • Facility pays all freight charges • Facility files damage claims • Ownership transfers when goods leave the manufacturer • FOB shipping pt, freight allowed • Ownership transfers when goods leave the manufacturer • Facility files damage claims • Supplier reimburses all of the transportations costs.

22. Payment Terms Fail to Supply

23. Liabilities And Warranties

24. Wrongful Rejection • Rights of Possession

25. Unconscionable Contracts • Bailment

26. Legal Aspects Of Purchasing • Prohibits sellers from engaging in price discrimination. • Violations can result in both civil and criminal penalties • Own use clause • Originated in 1952 • Coordinate all state laws of sales & other commercial transactions. • Louisiana is the only state not participating. • Allows contracts w/missing provisions to use the code to fill in. • Seeks uniformity. • Pos not legally binding until accepted by seller. • 1968 statute allowed not-for-profit facilities to engage in cooperative enterprises • Not-for-profit & cooperative enterprises • Robinson-Patman Act • Uniform Commercial Code (UCC)

27. Negotiating Styles

28. Value Adds

29. Measuring Supplier Performance Since Supply Chain Operation relies heavily on the performance of the suppliers, we have to be proactive in tracking the performance of key suppliers.

30. Capital Purchasing • Process includes:

31. Bulk Buys / Bids / RFI / RFPs

32. Special Considerations Cost Control Strategies

33. Standards, Strategic Sourcing & Physicians

34. Strategic Sourcing Steps Purchasing Metrics (most common) • Dollars saved • Volume related like lines • Contracts renewed on time • Invoice discrepancies • % purchases on contract

35. Basic Value Analysis Process • VA focused on by VBP and CQO • VA developed and improved. • These basic steps are still relative. • Robust VA programs • Connected with QA and UR • Teams monitor clinical outcomes • Deviations in product

36. Cost, Quality, And Outcomes(CQO) Movement • Be a part of the Movement and take the lead in revamping supply chain strategy by broadening its focus beyond cost, to include the correlation with quality and outcomes.

37. Tech Assessment Total Delivered Costs • Holding costs • Pilferage costs • Obsolescence • Disposal costs • Residual value • Offset costs

38. Outsourcing

39. Ethics, Conflict Of Interest, &Code Of Conduct

40. Inventory and Distribution Management 10 Recall Questions 15 Application Questions 25 Questions

41. Receiving • Centralized Dock • Staff deliver to end-users • Easy to implement & control • Services • So A/P can pay the bill • Internal receiving • Track packages • From dock to dept • Decentral End User Areas • Difficult to execute & control • Increased oversight • JIT & Stockless • Hybrid • Food→Dietary • Meds→Rx • Rest→Dock

42. Receiving Methods Internal Receiving

43. Distribution Methods

44. Distribution Methods • Medication Admin Rec. • Admissions • Discharges & Transfers • Medication safety system

45. Returns, Recalls & Conversions Backorders

46. Distribution Devices You need to understand what these are

47. Inv Counting Definitions & AP Inventory Turns

48. ABC Analysis

49. Key Performance Indicators Pareto Principle

50. Inventory Definitions