REENGINEERING OF SUPPLY BUSINESS PROCESSES IN MEDICAL EQUIPMENT SUPPLY CHANNELS

Abstract

This article analyzes the business processes of the medical equipment supply channel and develops recommendations for reengineering these business processes at Medigran LLC. The company under study is Medigran LLC, which provides clinical laboratories and research medical institutions with highly innovative diagnostic, laboratory and dental equipment, components, dental and consumables. The company implements comprehensive retail and wholesale purchasing and service solutions in the market of equipment, instruments and medical devices in different price segments, in an effort to meet the diverse needs of medical institutions. Medigran Ltd. has shown low efficiency in the delivery of medical equipment in recent years. The authors, in the process of research, proposed an algorithm for implementing a proprietary scenario of reengineering. In the first stage of the project implementation, a task force was formed - a team of people with the competencies needed to execute the procurement order. Team members who previously worked in different departments were formed into one team using a single information space. The second stage involved the integration of corporate and functional ERP \ CRM \ BPM information systems into a single OneBox information platform. The information platform allows you to make any calculations aimed at finding the best possible activity. An important step in the implementation of the algorithm is the reconciliation of the contract process and the ordering of equipment by tender and logistics departments, through communication between them. Following the introduction of the new delivery system in the company Medigran LLC: the terms of the purchase were reduced from two months to 2-3 weeks; the emergence of a new range of products and expansion of the segment, new manufacturers and suppliers; cooperation with reliable suppliers and termination of the contract with unreliable for consumers and firm Medigran LLC; cases of going beyond budget fell 6-7 times; regulations for handling contingencies have been developed; control of the business process by the management company gave more than 4 million hryvnias of savings during the first 3 months; close work with suppliers has reduced inventory levels by 70%, stock refresh rates have increased 3-5 times; the quality of the product has significantly improved after the agreements with suppliers / change of suppliers; more than 90% of procurement orders are delivered on time.