Technical Areas

Supporting Procurement and Supply Chain in Public Health programs

Procurement and Supply Chain Management (PSCM) refers to all activities required to ensure the continuous and reliable availability of sufficient quantities of quality-assured, effective products and services to consumers, and that the products and services are procured at the lowest possible price in compliance with national and international laws.

PSCM of pharmaceuticals and health products is a complex, multi-disciplinary field. Procurement processes are a major determinant of drug availability and total health costs. In most developing countries, cost of medicines represent a significant portion of healthcare expenditure.

Empower School of Health, is dedicated to ensuring good procurement management by bringing together medical, pharmaceutical, managerial, economic and political expertise.

Empower can help clients evaluate their procurement and supply chain processes, develop plans to improve upon these processes, and build capacity to implement improved processes. We have worked with national and international clients such as The Global Fund, UN Agencies (e.g., UNDP, UNFPA, UNOPS, UNICEF), Ministries of Health (e.g., Nigeria, Sudan, South Sudan, Ethiopia), International NGOs (e.g., Save The Children, AHF, Cordaid, ITPC) and Government of Uttar Pradesh (India).

 For all PSCM-related projects, Empower uses its Procurement and Supply Chain Assessment framework which focuses on three major aspects influencing PSM: (1) Policies; (2) Resources; and (3) Functions. First, Empower analyses which policies affect PSM.  Next, we assess which resources are necessary to support PSM, and ensure that all necessary resources are made available. Finally, Empower ensures that necessary supporting functions are available. These are the pre-requisites for seamless implementation of the core functions Procurement and Supply Chain Management.          

For more details, please see projects in the Procurement and Supply Chain Management section.

 

 

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