18 September 2013 Christopher Game Chief Procurement Officer 1 Geneva 9 Sept Why getting the First Mile right, drives the........ Last Mile Challenge
Mar 28, 2015
18 September 2013
Christopher Game
Chief Procurement Officer
1Geneva 9 Sept
Why getting the First Mile right, drives the........
Last Mile Challenge
What is The Global Fund ?
• 4.2 Million • 4.2 Million People currently receiving ARV therapy
• 9.7 Million • 9.7 Million New smear-positive TB cases detected and treated
• 310 Million • 310 Million Insecticide-treated nets distributed
Since its inception in 2002, the Global Fund to Fight AIDS, Tuberculosis and Malaria has become the main multilateral funder in global health . It channels 82 percent of the international financing for TB, 50 percent for malaria, and 21 percent of the international financing against AIDS. It also funds health systems strengthening, as inadequate health systems are one of the main obstacles to scaling up interventions to secure better health outcomes for HIV, TB and malaria.
$3Bn
600 Employees
What started as a Procurement Transformation……..
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The Global Fund will become the benchmark organisation in the sector for Sourcing and Procurement
Minimising waste andeliminating non value adding
activities
Using simple, clear leading edge processes and tools
designed by and for the organisation
Ensuring effective governanceand watertight compliance
With measurable performance
in value and lives saved
Building collaborative relationships with partner agenciessuppliers and donors
Are directly aligned to the Global Fund’ s strategy
Industry must love us as a sector ?
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Or perhaps they don’t ?
• We are silo’d• We are fragmented• We are impeded by process / bureaucracy• We have poor funds flow• Inadequate planning & forecasting• Much of what we do is outsourced
• All of these carry a $ premium• Risk increases with fragmentation• Long lead times reduce system stress at manufacturers
How can we become a
customer of choice ?
What started as a Procurement Transformation……..
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Turned into a process for industrializing thought leadership
• I soon realised that we are not a customer of choice• Many inputs, few outputs• Data often out of date and not easily refreshable• Slow and operating in silos'• That too many are thinking and too few are doing• Substantial amount of people feeding at the table• Numerous barriers to improvement (agent structures and cash flow)• Drugs often mid-late lifecycle• Partial aversion or fear of the private sector……in the same sector• Our behaviors may erode the incentive to innovate
• That upstream leverage irons out some downstream supply issues
Working Upstream to improve the Downstream
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I am going to illustrate how upstream transformation can drive downstream performance
What we soon realised :-
• Lack of Accountability• High Agency Costs• Multiple Agencies Incentive model• Agency ‘local versus Global’ expertise• Poor visibility of lost innovation• Lack of ownership / supplier relationships• Poor funds flow driving wrong behavior• Fragmentation = difficult to plan• Little competition in pricing• Role of many funders largely executional• No volume leverage/Many spot purchases
How we responded :-
• Subscription, (spend under control) driven by transparency and ease of application
• Leverage with other large funders / donors to become a customer of choice
• Agency accountability (track & trace)
• Vendors incentivized to innovate
• Creation of product market & supply chain experts
• Ownership of relationships, up and downstream
• Greatly improved funds flow ? Cash flow
• Simple user designed processes
• Comprehensive market intelligence
• Frequent price competition
• Scalable and can be leveraged
• COGS versus Market based costing
Fixing the Plumbing first ? Creating the Ecosystem
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Upstream partnering facilitating downstream partnering creating the Ecosystem
Funders
Manufacturers / Logistics
Countries
Phase 1 : Creating Partnerships
A Single Ecosystem
Fixing the Plumbing first ? Creating the Ecosystem
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Upstream partnering facilitating downstream partnering creating the Ecosystem
Funders
Manufacturers / Logistics
Countries
Phase 2 : Creating Capacity and Capability
Underscored by common systems and transparency
Common Accountability for OTIF
The Principles of Our Approach
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Fundamentally changing the way we work across the supply chain to increase access to products
Earlier involvementand closer
collaborationwith
manufacturers
Improving our purchasing
capability and changing our contracting
models
Optimising the international
supply chain to reduce cost
Better planning and
scheduling to support
continuity of supply
Delivering more products at the right time and place to more
people
How we are measuring this ?
P4i
1. Develop and implement comprehensive reengineering of the Procurement Operating Model and Organisation.
2. Develop Procurement as a strong partner to create and facilitate Best in Class solutions and delivery for the global fund.
3. Create additional Value of 8% per annum
4. Increase spend penetration by 20% per annum
5. On Time and In Full (OTIF) service to recipient countries to exceed 90 %
The Commercial Relationship
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To ensure we maintain a competitive price in a longer term contractual framework we will need to change our commercial model.
i-Fund for The Global Fund
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Equipment , Goods and Services
team
Health Products
Team
The Support Group
SuppliersPartners
GF PSM’s Suppliers
Knowledge & Collaboration
Country Ownership & Supply
Track &
Trace
To Reflect – How does fixing the first mile influence the last mile ?
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How upstream transformation can drive downstream performance
Phase 1 (Upstream) :-
• Make the Public Sector a customer of choice for the private sector
• Leverage funders / buyers• Harmonize specifications• Improve forecasting• View longer term replenishment
cycles• Improve planning• Standardize track & trace• Open leverage to smaller buyers
+cost of doing business• Pay on time• Create transparency
Phase 2 (Downstream) :-
• Use savings generated to build country level capacity
• Take an academic approach to buffering supply chains
• Harmonize regulatory landscape
• Create regional centers of excellence building on upstream partner leverage
• Make logistics partners accountable and KPI to that accountability
Thank You
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Questions / Discussion