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CLICK TO ADD TITLE. The 5th Global Health Supply Chain Summit November 14 -16, 2012 Kigali, Rwanda. The LMIS rEvolution in Tanzania Chris Wright. [SPEAKERS NAMES]. [DATE]. Presentation Overview. Current state of LMIS data in Tanzania Vision for electronic LMIS

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  1. CLICK TO ADD TITLE The 5th Global Health Supply Chain Summit November 14 -16, 2012Kigali, Rwanda The LMIS rEvolution in Tanzania Chris Wright [SPEAKERS NAMES] [DATE]

  2. Presentation Overview Current state of LMIS data in Tanzania Vision for electronic LMIS State-of-the-Art ERP at Medical Stores Department

  3. Data management in the recent past

  4. Tanzanian LMIS in 2011 R&Rs or Orders Orders Shipments Report & Requisition Essential Meds/ILS Zonal MSD ERP Zonal MSD ERP Zonal MSD ERP R&R ARVs & OI Drugs R&R HIV tests Lab supplies R&R ORDER Report TB & Leprosy ORDER Central MSD ERP EPI Medical Stores Dept. District Approval Health Facilities

  5. LMIS data collected at the Health Facility

  6. LMIS data collected at Health Facility and received by MOHSW & Programs

  7. Impact of Poor Data Availability

  8. Vision for the Future: eLMIS in 2013

  9. eLMIS Focus Transportation Information/GIS MDS MSD ERP Orders and Shipments Mobile RF Scanner eLMIS LOGISTICS DATA WAREHOUSE SMS Text Data Reporting Dashboard And KPIs Fax/Scan Optical Character Recognition MOHSW and Partner Access Web Based Data Entry and Data Uploads

  10. State-of-the-Art ERP at MSD:Improving Business Performance

  11. Need for a New ERP: MSD Business Growth

  12. Project Objectives Implement the new and sustainable ERP System which supports MSD’s strategic business requirements Re-engineer business processes according to industry best practices Implement/improve KPIs and processes for effective business management Deliver SOPs and other documentation required to support ISO9001 certification Improve organizational capability to support continuous improvement

  13. Enterprise Resource Planning (ERP) in a nutshell

  14. Selected ERP System: Epicor 9 Epicor 9 is a fully integrated Enterprise Resource Planning system capable of supporting the strategic business requirements of MSD.

  15. Implementation Methodology • Project Charter • Vision • Success Metrics • Scope • Risks • Governance • Approach • Work Plan • Comm Plan • Change Control • Technology Architecture • Hardware/Software Selection • Infrastructure Setup • Contracts and Staffing • Change Management Plan • Foundation Training • Process Review • Define New Business Processes • Gap Analysis • New Process SOPs and Approval • User Requirements • Functional and Technical Spec • Workflow Dev • Data Migration Strategy • Reporting Strategy • Tech Strategy • Dev and Test Environments • Documentation Plan • Staging & Production Setup • EPICOR Screen and Flow Construction • System Configuration • CRP Schedules and Scenarios • Test Plans and Cases • Data Migration Development • Test Technical Infrastructure • End User Training Plan • CRP 1 Execution • CRP 2 Execution • Deployment Planning • Support Plan • Fully Configured Environment • User Acceptance Testing • End User Training • Production Cutover Plan • Go-live • End User Production Support • Awareness Events • KPI Review • Lessons Learned • Knowledge Transfer • Project Office Closure

  16. ERP Implementation Activities: Phase 1 Nov - Dec ‘10 Jan - Apr ‘11 May ’11 - Mar ‘12 Apr - Jul ‘12 Establish Team and Charter Define Future Business Processes Define Future Business Scenarios Work Instructions Training Aides Reports Epicor Detailed Training Map Current Processes Approve New Processes Simulate Scenarios on E9 Software Identify Needed Modifications Training of Trainers High Value Stock Take Organizational Assessment Document Specs For Modifications Develop & Test Modifications Cutover & Data Migration End-user Training Epicor Vision Training Security & Tech Deployment Assess in CRP & Repeat Servers, Desktops, Connectivity Ordering SOPs Launch July 23, 2012

  17. ERP Successes • System is Live as of July 23, 2012 and in use to operate the business (only 10-15% customized) • Strong commitment from MSD and USG • Collaborative decision making, effective risk management • MSD owns the process and SCMS provides consultant expertise and vender management • Project ownership and team empowered to re-engineer the business • Enhanced MSD technical expertise on system evaluation, selection, business re-engineering, system design & deployment processes

  18. ERP Challenges Original: $3.2 million Jan – Oct 2011 (Go Live) Revised: $4.7 million Jan 2011 – July 2012 (Go Live) Very high learning curve for MSD core team delayed taking ownership of implementation Vender unfamiliar with constraints of deliverables-based, fix-price contract Need to change ineffective Project Managers (SCMS, Epicor) Availability of key staff in all parties, staff changes Lack of common understanding of terminology (definitions, acronyms) Requiring twice as much time and 50% more budget than originally planned.

  19. Questions? Epicor 9 ERP User Acceptance Testing

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