Supply Chains in Healthcare Organizations: Lessons Learned from Recent Shortages

Emmett, Dennis

doi:10.1080/00185868.2019.1644264

Cited by 5 publications

(12 citation statements)

References 8 publications

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“…Consolidation of manufacturers results in a reduction in the number of manufacturers (Schweitzer, 2013). For a supply chain with only a few manufacturers, flexibility may become an important issue, and the risk of drug shortage will increase (Dill and Ahn, 2014;Emmett, 2019). Drugs with small market size, e.g., orphan drugs, are vulnerable to the shortage as manufacturers rarely prefer manufacturing such drugs (Mazer-Amirshahi et al, 2014).…”

Section: Business Issuesmentioning

confidence: 99%

“…In the circumstances of a low financial budget, stakeholders purchase a fixed quantity of stock for a fixed duration that fulfills only the current needs of the pharmacy/ institution without any backup plan. It is a widespread strategy to run the system with minimum cost but with a greater risk of drug shortage because of no buffer stock reported in high-income countries (Ventola, 2011;Alruthia et al, 2017;Emmett, 2019).…”

Section: Just-in-time Inventorymentioning

confidence: 99%

“…In such a situation, drug shortage may occur because the lead time of manufacturing is longer for medicines, and sparing lines for manufacturing specific medicines is complex (Dill and Ahn, 2014). For example, saline bags were in shortage in Hurricane Maria in Puerto Rico (Emmett, 2019), and Tamiflu for pediatric use was in short supply in pandemic H1N1 in 2009 (Gu et al, 2011). Such disasters, in return, could cease manufacturing (Dill and Ahn, 2014).…”

Section: Increased Marketingmentioning

confidence: 99%

“…For expensive products like oncology drugs, the price must be placed in an acceptable range of customers (Mazer-Amirshahi et al, 2014;Hedman, 2016;Morgan and Persaud, 2018). A viable pricing policy helps developing countries, keeps stock up to their level, and controls the false scarcity (to increase prices) (Emmett, 2019).…”

Section: )mentioning

confidence: 99%

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Drug Shortage: Causes, Impact, and Mitigation Strategies

et al. 2021

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Drug shortage is a global issue affecting low, middle, and high-income countries. Many countries have developed various strategies to overcome the problem, while the problem is accelerating, affecting the whole world. All types of drugs, such as essential life-saving drugs, oncology medicines, antimicrobial drugs, analgesics, opioids, cardiovascular drugs, radiopharmaceutical, and parenteral products, are liable to the shortage. Among all pharmaceutical dosage forms, sterile injectable products have a higher risk of shortage than other forms. The causes of shortage are multifactorial, including supply issues, demand issues, and regulatory issues. Supply issues consist of manufacturing problems, unavailability of raw materials, logistic problems, and business problems. In contrast, demand issues include just-in-time inventory, higher demand for a product, seasonal demand, and unpredictable demand. For regulatory issues, one important factor is the lack of a unified definition of drug shortage. Drug shortage affects all stakeholders from economic, clinical, and humanistic aspects. WHO established global mitigation strategies from four levels to overcome drug shortages globally. It includes a workaround to tackle the current shortage, operational improvements to reduce the shortage risk and achieve early warning, changes in governmental policies, and education and training of all health professionals about managing shortages.

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Section: Business Issuesmentioning

confidence: 99%

Section: Just-in-time Inventorymentioning

confidence: 99%

Section: Increased Marketingmentioning

confidence: 99%

Section: )mentioning

confidence: 99%

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Drug Shortage: Causes, Impact, and Mitigation Strategies

et al. 2021

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“…Increasing cooperation and information sharing should not only be vertically (among supply chain entities) but horizontally (between healthcare facilities) and internally (between wards, departments and functions within hospitals) as well. The SCCL should have competent supply risk management teams that monitor potential sources of disruptions and develop contingency plans accordingly (Emmett, 2019).…”

Section: Adaptabilitymentioning

confidence: 99%

Resilience in healthcare supply chains: a review of the UK’s response to the COVID19 pandemic

Sawyerr

Harrison

2022

IJPDLM

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PurposeThe purpose of this explorative research is to analyse the resilience of the United Kingdom's (UK) healthcare supply chains from a customer’s perspective in the light of the coronavirus pandemic.Design/methodology/approachUsing the capabilities of preparedness, robustness, recovery and adaptability as the foundational percept for supply chain resilience, 22 healthcare professionals in 17 of the UK's National Health Scheme (NHS) Trusts were interviewed to explore their personal and organisational approaches adopted relative to the provision of eye protection, gloves, gowns, aprons, masks and respirators. The Dynamic Capabilities View is mapped to the resilience capabilities and used to analyse the data from a transformational supply chain research perspective.FindingsThe supply chains were largely unprepared, which was not particularly surprising even though the availability of gloves was significantly better compared to the other personal protective equipment (PPE). Techniques adopted to ensure robustness and recovery revealed the use of unsanctioned methods such as extended use of PPE beyond recommended use, redefinition of guidelines, protocols and procedures by infection control and the use of expired PPE – all of which compromised customer well-being.Research limitations/implicationsAs the paper views resilience through the lens of customers, it does not provide the perspectives of the supply chain practitioners as to the reasons for the findings and the challenges within these supply chains.Practical implicationsThe compromise of the well-being of healthcare workers due to the vulnerabilities of healthcare supply chains is highlighted to managers and prescriptions for post-disruption adaptability are made.Originality/valueThis paper introduces transformative research to supply chain resilience research by uniquely looking at resilience from the customers' well-being perspective.

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