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This warehouse operating procedures manual has been made possible by the generous support of the American people through the US Agency for International Development (USAID)’s Systems for Improved Access to Pharmaceuticals and Services (SIAPS), implemented by Management Sciences for Health, under the terms of cooperative agreement number AID‐OAA‐A‐11‐00021. The contents are the responsibility of the Bangladesh Ministry of Health and Family Welfare (MoHFW) and do not necessarily reflect the views or positions of MSH, USAID, or the United States Government.

Copies of the manual (and forms referred to in the manual) can be obtained from the following sources:

Central Medical Stores Depot 30 Shahid Tazuddin Ahmed Road Tejgoan, Dhaka Email: [email protected]

Contents

iii

CONTENTS

FOREWORD...............................................................................................................................v

PREFACE...................................................................................................................................vi

ACKNOWLEDGMENTS……………………………………………………………………………………………………….. ix

ACRONYMS AND ABBREVIATIONS.......................................................................................... xi

SECTION 1. INTRODUCTION……………………..……………………………………………………………………..... 1

Background………………………………………………………………………………………………………………..… 1

Bangladesh Public Pharmaceutical Supply System ........................................................... 1

Procurement of Medicines and Other Health Commodities………………………………….……... 2

Central Medical Stores Department..……………………………………………………………….….......... 2

Purpose of CMSD…………………………………………………………………………………………….…………... 4

Objectives of this Manual……………………………………………………………………………………...…….. 5

Functional Structure of CMSD……………………………………………………………………….………….….. 5

SECTION 2. BACKGROUND FOR WAREHOUSE MANAGEMENT STANDARD OPERATING PROCEDURES ……………………………………………………………………………………………………….…….. 7 Rationale …………………………………………………………………………………………..……………....………. 7

Receiving …………………………………………………………………………………………………………………….. 8

Storage …………………………………………………………………………………………………………………..... 11

Inventory Management ………………………………………………………………................................ 11

Dispatch and Distribution……………………………………………………………................................. 11

Quality Assurance…………………………………………………………............................................... 13

Environment Control, Housekeeping, Safety, and Security………………………………..………. 16

SECTION 3. STANDARD OPERATING PROCEDURES………………………………….……………….….. 17 REC001: Vehicle Driver Security Checks……………………………………………………………………... 19

REC002: Provisional Receipts of Goods ……………………………………………………………..…....... 23

REC003: Survey………………………………………………………………….……………………………….......... 26

REC004: Final Receipt of Goods…………………………………………….………………………………....... 29

Contents

iv

REC005: Return of Goods……………………………………………………………………………………......... 33

STO001: Storage of Goods………………………………………………………………………………….......... 36

STO002: Cold Chain Storage………………………………………………………………………………......... 40

INV001: Inventory Management……………………………………………………………………….…….... 43

DIS001: Receipt of Orders……………………………………………………………………………………....... 46

DIS002: Invoice Preparation…………………………………………………………………………..……........ 49

DIS003: Issue of Goods…………………………………………………………………………………………....... 53

DIS004: Return of PODs…................................................................................................ 57

QAS001: Testing and Sampling………………………………………………………………………………...... 61

HYG001: Internal and External Housekeeping………………………………………………………....... 65

SAF001: Product Safety and Security………………………………………………….....……………........ 69

MOE001: Maintenance of Equipment…...........................................................................73

SECTION 4. JOB RESPONSIBILITY OF LOGISTICS STAFFS AND OFFICERS OF CMSD ……....... 76

Receiving Section…………………………………………………………………………………………….……...... 77

SCB Section …................................................................................................................... 79

Stores Section…................................................................................................................ 81

Administration Section….................................................................................................. 87

ISM Section……………………………………………………………………………………………..……………..... . 91

SECTION 5. CHECKLIST FOR WAREHOUSE STAFF AND OFFICERS INVOLVED IN LOGISTICS ....................................................................................................................... 94

LIST OF DOCUMENT, FORMS, FORMATS, TABLES AND TEMPLATES DOCUMENT ‐ LETTERS, NOTIFICATIONS AND CIRCULARS:

Annexure 1: Suppliers’ Forwarding Letter............................................................................. 97

Annexure 2: Suppliers’ Invoice...............................................................................................98

Annexure 3: Suppliers’ Delivery Challan................................................................................ 99

Annexure 4: Survey Notice.................................................................................................. 100

Annexure 5: Line Director’s Reminder Letter...................................................................... 101

Annexure 6: Line Director’s Allocation Letter..................................................................... 102

Annexure 7: Demand Letter................................................................................................. 104

Contents

v

Annexure 8: Authorisation Letter........................................................................................ 105

Annexure 9: Issue Voucher/Invoice ‐1st copy.......................................................................106

Annexure 10: Final Acknowledgement Letter..................................................................... 107

Annexure 11: Primary Acknowledgement Letter ................................................................ 108

Annexure 12: Final POD........................................................................................................109

Annexure 13: Forwarding Letter......................................................................................... .110

Annexure 14: Signature Slip Signed by AD (S&D)................................................................ 111

FORMS and FORMATS:

Annexure 15: Entry Gate Pass.............................................................................................. 112

Annexure 16: Survey Report................................................................................................ 113

Annexuxe 17: DTL Report.....................................................................................................114

Annexure 18: Bin Card......................................................................................................... 115

Annexure 19: Indent............................................................................................................ 116

Annexure 20: Delivery Note................................................................................................. 117

Annexure 21: Exit Gate Pass................................................................................................ 118

TABLES AND TEMPLATES:

Annexure 22: Received Goods Register...............................................................................119

Annexure 23: Provisional Receiving Register....................................................................... 120

Annexure 24: Temperature Record Register....................................................................... 121

Annexure 25: Record Register for 1) Authorisation Letter, 2) Indent Letter, and 3) Allocation Letter...... 122

Annexure 26: Gate Pass Record Register (SCB)....................................................................123

Annexure 27: Inventory Control Register.............................................................................124

Annexure 28: P & D Record Register....................................................................................125

Annexure 29: 1st Copy in‐charge (POD) Record Register....................................................126

Annexure 30: Sampling Record Register..............................................................................127

Annexure 31: Gate Pass Record Register (Store).................................................................128

Annexure 32: Visitors Record Register.................................................................................129

Annexure 33: Invoice/IV Record Register............................................................................ 130

Annexure 34: Suppliers’ Record Register.............................................................................131

Contents

vi

LIST OF FIGURES

Figure 1. DGHS commodity flow chart ...................................................................................... 4

Figure 2. Organogram of CMSD ................................................................................................. 6

Figure 3. Provisional receiving process flow ............................................................................ 11

Figure 4. Final receiving process flow. ..................................................................................... 12

Figure 5. Collection/distribution of goods, process flow ......................................................... 14

Figure 6. Receipt of goods at health facility and verification, process flow ............................ 15

Figure 7. Quality assurance process flow ................................................................................ 17

vii

FOREWORD

There has been a long‐recognized need of Central Medical Stores Depot (CMSD) staff for a complete collection of documents, in book form, representing the up‐to‐date warehouse management standard operating procedures (SOPs) of CMSD: there was no such resource capturing all the operational procedures, circulars, registers, office orders, and so on used in the different sections involved in CMSD’s logistical activities.

In answer to this need, CMSD management has taken the initiative to develop a singlevolumecontaining all the required documents they have been adopted into existing procedures over the years of operation.

DGHS would like to give thanks to the Director of CMSD for tackling the challenging step to put togetherthis manual. I also express my sincere thanks to the staff of CMSD, including the members of the Technical Working Group from Directorate General of Health Service and the Ministry of Health and Family Welfare for contributing their time and effort to complete this piece of work.

The Directorate General of Health Services (DGHS) acknowledges the US Agency for International

Development (USAID)’s Systems for Improved Access to Pharmaceuticals and Services (SIAPS) program for their technical and financial assistance in the process of developing and publishing this manual.

Professor Dr. Deen Mohd. Noorul Huq Director General DGHS MOHAKHALI, DHAKA

viii

PREFACE This procedures manual is the result of collaboration among the Bangladesh Ministry of Health and Family Welfare (MoHFW) Directorate General of Health Services (DGHS),its Central Medical Stores Depot (CMSD), and the USAID/SIAPS Program, implemented by Management Sciences for Health (MSH)along with other organizations. With USAID/SIAPS technical support, CMSD initiated this effort to improve standard operating procedures (SOPs) in identified priority warehouse operations areas, based on recommendations of a rapid analysis of MoHFW’s DGHS and the Directorate General for Family Planning (DGFP) Central Warehouses,1which was conducted by SIAPS partner Logistics Management Institute (LMI) in late 2013. To initiate the first phase of the SOPs improvement effort, the Director of CMSD issued a notification and terms of reference for the formation of a Technical Working Group (TWG), comprised of the following members, in February 2015. Dr. Abdus Sabur, Deputy Director, CMSD (currently replaced by Dr. A. S. M. Abdus Sattar Mia)

Convener

Dr. Abdul Matin, Assistant Director, Stores & Distribution, CMSD Member Dr. Abdul Ghani, Assistant Director, Administration, CMSD (currently replaced by Dr. Abul Kalam Ajad)

Member

Dr. Alamgir Bhuiyan, Assistant Director, CMSD Member Ms. Samsun Nahar Begum (Graduate Pharmacist), Desk Officer, CMSD Member Ms. Mazeda Begum(Graduate Pharmacist), Desk Officer, CMSD Member Mr. Mostafa Shamsul Islam, In‐charge, Stock Control Branch, CMSD Member Mr. Israil Amin, Store Keeper, CMSD Member Dr. A. K. M. Shamsuzzaman, Deputy Secretary (Program Manager), Procurement and Logistics Management Cell (PLMC) MoHFW (currently transferred from CMSD)

Member

Mr. Abdul Baten, Deputy Program Manager, PLMC, MoHFW Member Nurul Kader, Senior Technical Advisor, Logistics, SIAPS, MSH Member and

Secretary

1 Miller R, Peterson MR. Warehouse improvement plan and standard operating procedures for the Bangladesh Directorate General for Health Services and the Directorate General for Family Planning Central Warehouses.Submitted to the U.S. Agency for International Development by the Strengthening and Improving Access to Pharmaceutical Systems (SIAPS) Program. Arlington, VA: Management Sciences for Health; c2013.

Preface

ix

The roles and responsibilities of the TWG are as follows:

• Hold workshops for development process of draft SOP manual • Validate and improve the draft current SOPs manual on the warehouse management

activities of CMSD

• Develop, finalize,and approve the draft SOPs manual on the warehousing management of CMSD

• Further revision of the new SOPs manual according to the developing need ofoperations

• Disseminate, advocate and demonstrate to users to implement regular use of the SOPs manual

In March–April 2015, the TWG led and coordinated the process of mapping out and documenting current warehouse operational processes, in collaboration with CMSD staff, the SIAPS technical team, and SIAPS’s warehousing resource partner, Imperial Health Sciences (IHS) consultants. The activity also included identifying and documenting gaps in current procedures and making appropriate recommendations for improvement.2 The first draft of the SOPs manual was modelled on the Namibia3 and Swaziland4Central Medical Stores SOPs and adapted based on the findings of therapid review of existing warehouse operations and on CMSD’ process documentation as agreed during extensive consultation between SIAPS technical staff and CMSD and DGHS management and staff. The draft was then reviewed and participants’ feedback incorporated duringvalidation workshops that the SIAPS/Bangladesh logistics team held with key CMSD logistics staff, on June 10, 2015, and August 6–7, 2015. Finally, five process flows, 16 SOPs,23 job descriptions, and a scheduled checklist were developed and included based on practicesin use perthe corresponding circulars, notification, officer orders, etc., which had been adopted into the existing operating procedures on an as‐needed basis. Therefore, this SOPs manual represents codification and documentation of existing operating procedures as mapped out by the TWG and adapted as

2 White J. Bangladesh Ministry of Health and Family Welfare: technical assistance report. Submitted to the US Agency for International Development by the Systems for Improved Access to Pharmaceuticals and Services (SIAPS) Program. Arlington, VA: Management Sciences for Health; c2015. 3 Rational Pharmaceutical Management Plus Program, Government of the Republic of Namibia Ministry of Health and Social Services. 2006. CMS standard operating procedures. Submitted to the U.S. Agency for International Development. Arlington, VA, USA: Management Sciences for Health; c2006. 4 Strengthening Pharmaceutical Systems Program, Government of the Kingdom of Swaziland Ministry of Health. CMS standard operating procedures.Submitted to the U.S. Agency for International Development. Arlington, VA, USA: Management Sciences for Health; c2011. Some content of these SOPs is adapted from the Namibia CMS SOPs and Swaziland CMS SOPs, with permission from the Namibia Ministry of Health and Social Servicesand Government of the Kingdom of Swaziland Ministry of Health, respectively.

Preface

x

needed to incorporate feedback, inputs, validation, suggestions, and recommendations of concerned CMSD logistic staff. Manual of SOPswas finalized in November 2015, marking the end of the first phase of the SOPs improvement process. The manual is meant to guide CMSD staff in the execution of day‐to‐day duties, and serve as the basic existing processes which will be continually reviewed, improved, and optimized as needed in the future. In the next phase, CMSD will implement the documented SOPs while also making the organizational changes needed to create an enabling environment for improving and optimizing the SOPS to ensure effective and efficient performance of the warehouse. We would like to express sincere gratitude to all who contributed at the various stages of the SOPs development process, including conducting situation analyses to identify the need, carrying out planning and preparations, and working on actual mapping and documentation of the procedures.Special thanks to all the staff and managers for their sincere effort to develop this important governance tool. We would also like to acknowledge the CMSD SOPs TWG for leading and coordinating the process. We also extend our sincere gratitude to USAID/SIAPS for providing ongoing warehouse system–strengthening technical and financial support to the MoHFW’s DGHS and DGFP, including the development of this manual. DGHS also thank LMI and IHS for their collaboration.

Brig Gen Md. Parvez Kabir Director, Central Medical Stores Depot & Line Director, PLSM Dierectorate General of Health Services

xi

ACKNOWLEDGMENTS

We would like to acknowledge the following individuals and groups for their valuable contributions to the manual at various stages of development.

• Brig. Gen. Md. Golam Rasul, Ex Director , CMSD • Brig. Gen. Md. Parvez Kabir,Director, CMSD • Dr. Abdur Rahman, Ex Deputy Director (retired), CMSD • Dr. Abdus Sabur, Ex Deputy Director(acting), CMSD • Dr. A. S. M. Abdus Sattar Miah, Deputy Director, • Dr. Alamgir Bhuiyan, Deputy Director, ISM, CMSD • Dr. Abdul Matin, Deputy Director, Storage and Distribution, CMSD • Dr. Roushan Alam Khan Chowdhury, Ex Assistant Director, Storageand Distribution,

CMSD

• Dr. Mahbubur Rahman, Assistant Director, Storage and Finance, CMSD • Dr. Munir Ahmed, Ex Assistant Director(acting), Storage and Distribution, CMSD • Dr. Saifur Rahman, Assistant Director, Storage and Distribution, CMSD • Dr. Abdul Gani, Ex Assistant Director, Administration, CMSD • Dr. Abul Kalam Azad, Assistant Director, Administration, CMSD • Ms. Samsun Nahar Begum (Graduate Pharmacist), Desk Officer, CMSD • Ms. Majeda Begum(Graduate Pharmacist), Desk Officer, CMSD • Abdul Baten, Deputy Program Manager, Logistics, PLMC, MoHFW • A. K. M. Shahjahan, Desk Officer(receiving),CMSD • Mizanur Rahman, Security Officer(acting) • Abdur Rahim, Desk Officer(ISM), CMSD • Lutfor Rahman, Store Officer, CMSD • Jahangir Alam, Store Officer(retired), CMSD • Mosharraf Hossain, Security Officer(retired), CMSD • Jahangir Hossain Khan, Store Supervisor, CMSD • Mahabubur Rahman, Store Keeper, CMSD • Israil Amin, Store Keeper, CMSD • Ahsan Habib,Receiving‐in‐charge, CMSD • Momtajur Rahman, P&D‐in‐charge, CMSD • Mostafa Shamsul Islam, SCB‐in‐charge, CMSD • Fakir Yusuf, 1st Copy‐in‐charge, CMSD • Md. Mohiuddin, Receiving Assistant, CMSD • Md. Mizanur Rahman, Procurement and Supply Officer. DGHS, Mohakhali • Md. Billal Hossain, Store Keeper, DGHS, Mohakhali • Zahedul Islam, Country Project Director, SIAPS/BD

Acknowledgments

xii

• Dr. Abu Zahid,Team Lead, SIAPS/Bangladesh • Md. Abdullah, Senior Technical Advisor, SIAPS/BD • Dr. Sanaul Bashar, Senior Technical Advisor,SIAPS/Bangladesh • Andrew Marsden, Principal Technical Advisor,MSH • Roger Miller, Consultant, LMI • Matt Peterson, Consultant, LMI • Jonathan White, Consultant, IHS • Dr. Wonder Goredema, Senior Technical Advisor, SIAPS/home office, Arlington, VA,

USA

• Reem Ghoneim, Technical Advisor, SIAPS/home office, Arlington, VA, USA • Emmanuel Nfor, Principal Technical Advisor,SIAPS/home office, Arlington, VA, USA • Various CMSD staffwho participated in the SOPs validation workshop • Nurul Kader, Senior Technical Advisor, SIAPS( Member Secretary of TWG)

We wish to thank SIAPS for providing warehouse system–strengthening technical assistance to CMSD, including support in the development of this manual. We also thank LMI and IHS for their collaboration.

xiii

ACRONYMS AND ABBREVIATIONS

AD Assistant Director

CC community clinic

CMS Central Medical Stores

CMSD Central Medical Stores Depot

CSO civil surgeon office

DD Deputy Director

DFID Department for International Development [UK]

DGHS Directorate General of Health Services [MoHFW]

DGFP Directorate General of Family Planning [MoHFW]

DO Desk Officer

DPM Deputy Program Manager

DRS District Reserve Store

DTL Drug Testing Laboratory

EDCL Essential Drug Company Limited

EPI Expanded Programme on Immunization

FEFO first expiry, first out

FIFO first in, first out

FWC family welfare clinic

GOB Government of Bangladesh

GRN Goods Receipt Note

HF health facility

ISM Installation, Service, and Maintenance

JICA Japan International Cooperation Agency

KPI key performance indicator

LD Line Director

LK Ledger Keeper

MCH Medical College Hospital

MoHFW Ministry of Health and Family welfare

MSD Medical Sub‐Depot [DGHS]

MSH Management Sciences for Health

NEMEMW National Electromedical Equipment Maintenance Workshop

NGO nongovernmental organisation

NTP National Tuberculosis Programme

ORS oral rehydration solution

Acronyms and Abbreviations

xiv

P&C procurement and clearing

PM Program Manager

P&D Package and Dispatch

PGMUH Postgraduate Medical University Hospital

PLSM procurement, logistics, and supplies management

POD proof of delivery

SC sub‐center

SCB Stock Control Branch

SCMP supply chain management portal

S&D stores and distribution

SDP service delivery point

SHC school health clinic

SIAPS Systems for Improved Access to Pharmaceuticals and Services

SKU stock‐keeping unit

SOP standard operating procedure

TB tuberculosis

TC TB clinic

TWG technical working group

UHC upazila health complex

UH&FWC union health and family welfare center

UNICEF United Nations Children’s Fund

USAID US Agency for International Development

VAT value‐added tax

WHO World Health Organization


xv

SECTION 1. INTRODUCTION


xvi

1

SECTION 1. INTRODUCTION

Background The People’s Republic of East Pakistan (now called Bangladesh) established theCentral Medical Stores (CMS) in Tejgaon industrial zone after partition from India. The goal was to facilitate and implement good warehousing operations and a good storage and distribution management system to ensure availability of medicines, as well as related public health supplies and equipment, in the country. A permanent central warehouse was later constructed to store and distribute supplies to the primary, secondary, and tertiary health facilities and reserve stores of the Directorate General of Health Services (DGHS) at different geographical locations under the Minstry of Health and Family Welfare (MoHFW).

Later, the Central Medical Stores Depot (CMSD) mandate was expanded from procuring supplies for the MoHFW on an ad hoc basis to performing almost all procurement and logistics management tasks.

After MoHFW approval, requisitions from all Line Directors (LDs)are forwarded to CMSD to be filled and distributed to health facilities at the various levels of the health system countrywide. Bangladesh Public Pharmaceutical Supply System The public health supply system in Bangladesh is made up of at least four parallel supply networks, including the DGHS, the Directorate General of Family Planning (DGFP), the National Tuberculosis Programme (NTP) and the Expanded Programme on Immunization (EPI). DGHS, DGFP, and NTP supply networks operate in parallel without integration of any supply chain functions at central, regional/district, or service delivery levels. In terms of the health system in Bangladesh, these supply networks cover all levelhealth facility stores: central, regional, district, specialist, and medical college hospitals, non‐governmental organisations (NGOs) (Damien Foundation and BRAC) for TB, and upazila (sub‐districts) and community clinics under DGHS.

DGHS is comprised of Medical Sub‐Depots (MSDs) at Barisal, Chittagong, Khulna, Rajshahi, Rangpur, andSylhet. There are a total of 64civil surgeon offices (CSOs] having District Reserve Stores (DRS). The TB supply system has four main levels: central, district, upazilaand community; all receive and distribute TB medicines from the CSO, and patients receiveDOTS (directly observed treatment, short‐course); with NGOs functioning as the transport partners within the distribution system. Product flows in these networks are shown in figures 1, 3, and 4 respectively.

Section 1. Introduction

2

Medicines and other health products are supplied to endusers free of charge in all these networks, except at community clinics andschool health clinics under DGHS, where clients pay a token user fee. These fees go into a fund managed by the community to assure sustainable health services. Procurement of Medicines and Other Health Commodities

There are 32 Line Directors (LDs) in the MoHFW and 24 of them receive budget allocations for procurement of medicines and other health commodities. CMSD procures on behalf of 17 LDs. All procurement plans are submitted online to the supply chain management portal (SCMP). Procurement financing is provided by the international developmentagenciesand Government of Bangladesh (GOB) funds; therefore, the World Bank reviews and approves all the procurement plans before procurement can take place. There are 64 CSOs, one in each of the 64 districts, which also procure medicines and other health commodities.

Warehousing and inventory managementare provided for 17 designated built‐in DRSswhich are about 2,000 square feet of storage capacity. However, the remaining 47 DRSs contain two or three separate rooms, which are also used for storage. In addition, there are 424 upazila stores, with no standard size or layout across the upazila health complexes (UHCs). DGHS also maintains storage at union sub‐centers, union health and family welfare centers (UH&FWCs), and community clinics (CCs), includingFWAs (Family Welfare Assistants)and NGOadministered facilities.Common issues at the community‐level SDPs(Service Delivery Points) include difficulty keeping track of items in Comunity Clinic kits of 30 items (for example, ORS can be given in the kits or separately), security measures for commodities, temperature control problems, low staff morale, and insufficient training. Across all levels, there are no temperature measuring or control devices, and there is a need for basic logistics management training for staff since this has not been conducted yet in DGHS. Central Medical Stores Depot Assessments of the Bangladesh supply chain management system that were conducted through 2014,5,6,7,8 identified critical barriers to effective supply chain operations. These

5Juma M. Proposed Warehouse Improvement Plan for the Government of Bangladesh, Directorate General of Family Planning. Submitted to the US Agency for International Development by the Systems for Improved Access to Pharmaceuticals and Services (SIAPS) Program. Arlington, VA: Management Sciences for Health; c2013. 6 Rahman Khalilur. Review of existing logistics reporting systems and storage guidelines…in the Directorate General of Health Services. Dhaka: Government of Bangldesh; c2013. 7 Miller R, Peterson MR. Warehouse improvement plan and draft standard operating procedures for the Bangladesh Directorate General for Health Services and the Directorate General for Family Planning Central Warehouses.Submitted to the U.S. Agency for International Development by the Strengthening and Improving Access to Pharmaceutical Systems (SIAPS) Program. Arlington, VA: Management Sciences for Health; c2014. 8 Nfor E, Ghoneim R, Abdullah M, Kader N. SIAPS Bangladesh supply chain strategy, 2015–2016. Submitted to the US Agency for International Development by the Systems for Improved Access to Pharmaceuticals and Services (SIAPS) Program. Arlington, VA: Management Sciences for Health; c2014.


3

barriers included limited warehouse capacity, poor warehouse conditions, and inadequately defined processes. At CMSD, as of September 2014,9 the ratio of provisional stock volume to total available storage capacity was equal to 34%. This means that at any given time, the average units of stock items categorized as provisional, which are not available to be issued to facilities, is 34% of the total CMSD storage capacity. A contributing factor to this high provisional stock level is the receipt survey lead time. Stock receipt survey at CMSD is a lengthy process, and is not systematic or consistent.Inventory turnover rate was0.43.On average, it took about 28 months (2.3 years) for stock items to be received, entered into inventory, and issued to health facilities by CMSD.Stock receipt quarantine lead time was calculated to be an average of 68 days. These findings point to poor storage space utilization, high warehousing costs, mismatch between demand and supply, a high product expiration rate, and a high risk of obsolescence. These challenges suggest that there was poor adherence to warehouse best practices and procedures. Therefore, the development of custom standard operating procedures (SOPs) for CMSD was determined to be essential for improving CMSD warehouse efficiencies and performance. In DGHS,Line Directors prepare distribution lists (allocation of products) and send these to CMSD,which distributes to the respective Health Facilities, generally on a quarterly basis. Health Facility staff also come to CMSD to collect their stocks according to the allocaltions on emergencies. Sometimesthe CS Office also deliversstocks according to allocations to national and district‐level general and specialized hospitals as well as UHCs,per the allocation of the vertical programs managed by LDs. Community clinics, school health clinics, TB clinics, and health sub‐centers collect commodities from UHC stores, and at the end of the month prepare an inventory report. Figure 1 illustrates the flow of health commodities under DGHS.

9 Ibid.


4

Figure 1.DGHS commodity flow chart10

Purpose of CMSD

• CMSD provides centralized procurement for health services geared toward non‐consumablerequirements such as equipment, instruments, vehicles, and furniture, as well as consumables (pharmaceuticals and supplements) under the LD’s operational plan.

• Currently, CMSD manages its stores under a traditional warehouse management system. Most of the CMSD staff have been employed for many years and have become accustomed to seeing themselvesonly as custodians rather than as managing the stores more efficiently and effectively through continuous improvement and protecting the quality of medicines and equipment.

10 LMI presentation on November 21. Dhaka: Government of Bangladesh; c2013. Adapted from Miller R, Peterson MR. Warehouse improvement plan and draft standard operating procedures for the central warehouses of the Directorate General of Health Services and the Directorate General of Family Planning in Bangladesh.Submitted to the US Agency for International Development by the Systems for Improved Access to Pharmaceuticals and Services (SIAPS) Program. Arlington, VA: Management Sciences for Health; c2014.

Int’l Sources

National Sources

Vendor

Donor Specialized Hosp., MCH

(42)

District Level Hosp. (64)

SC, SHC, TC, CC

EDCL

Local Vendor

DRS (64)

UHC (424)

Port Clearance

CTG CMSD DHK

GOB Sources

From Main Sources

From CMSD

From other HF Stores


5

Objectives of this Manual This manual is currently applicable for the following activities of CMSD. • Receipt, storage, and distribution of supplies of medicines and allied stores received

from various national and international agencies or bodies under various bilateral or multilateral agreements between the GOB and such agencies (i.e., WHO, UNICEF, USAID, JICA, and DFID)

• Receipt, storage,and distribution of various stores either procured or received under

different national programs throughout the country Functional Structure of CMSD The organogram of CMSD is structured on the basis of two major activities: procurement and logistics. Two Deputy Directors (DDs) support theoperation of the entire CMSD on behalf of the Director. One DD is responsible for procurement and port clearing and the other is responsible for storageand distribution, including the Installation, Service, and Maintenance (ISM) section. The administration, accounts, and security sections report to the Director for supporting the whole operation. Assistant Director (ADs)supports the operational activities of CMSD under the supervision and direction of the two DDs. Two ADs assist the DD, Procurement and Clearing (P&C): one coordinates and supervises the general activities of procurement by a team of five Desk Officer (DO) sincluding In‐Charges and staff; theothersupervises all port clearing and forwarding activities from the Chittagong office with its team. One AD assists the DD, Storage and Distribution,in coordinating and supervising the activities of receiving, storing, issuing, and distributing all medicines, consumables, and supplies, including maintenance and storage of instruments and equipment for CMSD carried out by a team of three DOs responsible for the Stock Control Branch (SCB), Receiving, and the ISM section. One ADexecutes all administrative and personnel activities, including security, on behalf of the CMSD Director. Besides the above,the CMSD has a StoresOfficer and a Security Officer, as well as several In‐charges (Accounts, Store, Stationary, Clearance, and all section/desks)who assist the officers in executing their respective duties. Currently, CMSD is understaffed.Fifty‐three positions are vacant of 202 regular positions, making it a challenge for CMSD to run its operations smoothly and without interruption.In addition, frequent transfer of officers has disrupted CMSD operations across the board.An organogram has designed on the basis of the existing reporting flow of CMSD,as shown in figure 2.


6

Figure 2.Organogram of CMSD

Director, CMSD & LD (PLSM)

DD (CMSD) Survey & Distributiom

(PM)

DD Proc. & Clearance (PM)

AD (S&D) DPM

AD Admin

AD (Proc)

AD Port Clearance (Chittagong)

DO(SCB)

Store Officer

Security Officer

DO(Proc)

In‐Charges

& Ledger Keepers

In‐Charges Asst. &

Store Keepers

In‐Charges Asst

& Staffs

In‐Charges Asst.

& Staffs

In‐Charges Asst.

& Staffs (Admn))

In ‐ Charges (A/C) Asst.

& Staffs

AD (ISM) DPM

DO(ISM) DO(Rcv)

In‐Charge Asst.

& Staffs

In‐Charges Asst. &

Staffs


7

SECTION 2. BACKGROUND FOR WAREHOUSE

MANAGEMENT STANDARD OPERATING PROCEDURES


8

9

SECTION 2. BACKGROUND FOR WAREHOUSE MANAGEMENT STANDARD OPERATING PROCEDURES

Rationale An SOP is a set of written instructions that document a routine or repeated activity carried out by an organization. The development and use of SOPs is integral to a successful quality system as it provides individuals with the information to perform a job properly and facilitates consistency in the quality and integrity of the end result. SOPs describe, in detail, the routine procedures to be followed for a specific operation, analysis, or action. Consistent use of an approved SOP ensures conformance with organisational practices, reduction of work effort, reduction in occurrences of error, and improved data comparability, credibility, and defensibility. SOPs also serve as resources for training and for ready reference and documentation of proper procedures. Lack of or non‐adherence to proper procedures for managing supplies at the CMSD results in financial losses—and use of poor‐quality pharmaceuticals, with the associated suboptimal effectiveness and/or harmful effects. Typical problems resulting from lack of or non‐adherence to proper systems and procedures for receiving products include wastage, higher operating costs, acceptance of poor‐quality or unwanted products, and dissatisfaction among staff and suppliers. This SOPs manual outlines a step‐by‐step approach for undertaking key activities in respect to key functions such as receiving supplies, storage, dispatching, and managing inventory, together with support functions including safety, security, equipment maintenance, and housekeeping. It is important to follow each step as described in the manual to ensure optimum results. The outline of each SOP includes the key warehouse function; objectives; responsible officer/staff; timing; resources needed to perform the function (e.g. forms and records that need to be completed and archived appropriately); step‐by‐step procedure; and notes/remarks that reference relevant job aids. Procedures should be strictly adhered to at all times. Key performance indicator (KPI)s should be developed and routinely measured and analysed as part of continuous performance monitoring and improvement.KPI data inform the development of appropriate performance improvement interventions. SOPs should be reviewed and revised as needed, and at a minimum of every two years.

Section 2. Background for Warehouse Management SOPs

10

CMSD provides centralised procurement for health services geared toward non‐consumable requirements such as equipment, instruments, vehicles, and furniture, as well as consumables (pharmaceuticals and supplements) under each Line Director’s operational plan. Receiving SOP numbers REC001, REC002, REC003, REC004, REC05 Purpose These Receiving SOPs describe the current procedures for receiving. The purpose of these SOPs is to ensure that vendors provide the right product, in the right quantities, in the right condition, and on schedule. The receiving function of CMSD includes unloading the product from the transportation carrier, accurately counting the product, inspecting for damage and verifying product quality, identifying the product by name and identification number, entering the product into inventory, andtransferring the product to storage in a designated location. These SOPs have been developed specifically for CMSD management and staff. The receiving function marks the beginning of the warehouse product‐handling operations. More information on measures to assure the quality and safety of the received products can be found in the Quality Assurance section of this manual. After release from customs, ocean freight is moved to a transit receiving warehouse in Chittagong along with the relevant documents. CMSD performs a delivery inspection to confirm receipt of the correct items and quantities and that there is no shipping damage or other irregularity. Healthsector goods are transferred from Chittagong to CMSD in Dhaka by hired trucks.11 Figure 3 provides a graphical representation of the current provisional receiving process at the CMSD, whereas figure 4 depicts the final receiving process flow.

11 Woodle D, Dickens T, Fox J (PATH). Procurment primer for health and family planning programs in Bangladesh. Arlington, VA: Prepared by PATH for DELIVER/John Snow, Inc. for the US Agency for International Development; c2003. Available at: http://pdf.usaid.gov/pdf_docs/Pnadm527.pdf


11

Figure 3. Provisional receiving process flow

Vehicle arrives

Vendor Rephands docs to receptionist

Receptionist records

details. Issues diary number

Vendor Rep takes docs to DD,

CMSD who forwards to AD for his SCB for

signing by AD S&D

Docs to DO

Receiving

DO records in a register and issues serial number

SCB issues a gate pass and hands to AD S&D f

Security officer collects gate pass,

records information and issues a serial

b

Docs forwarded to Store

Vehicle moves to unloading

bank

Stores Officer

supervises unloading and signs the invoice

Goods moved to available

space awaiting Survey


12

Figure 4.Final receiving process flow.

Goods received

provisionally into

available space

Goods recorded in the register of receive section

Docs forwarded toDO

(Receiving) to organise Survey

Docs forwarded to DD CMSD

DD CMSD serves notification to Head of Survey Committee and other members scheduling a date for the

survey

Survey Committee issues Survey Report checking against

invoice, forwarding docs and technical

specs

Survey Report sent to Director

CMSD for approval

Invoice/Challan of vendor given a serial number and recorded in

register

Invoice sent to relevant storekeeper

Storekeeper records all relevant

information in Inventory Control

Register and receives stock into his store

and forwarded for

Stores Officer’s

Docs sent to SCB for

recording in manual

ledger and IMS


13

Storage SOP numbers STO001, STO002 Purpose Currently, CMSD manages its stores using a traditional warehouse management system. So the SOPs for storage will be used for proper monitoring of the storage activities of store keeping team of CMSD. Inventory Management SOP number INV001 Purpose Currently, CMSD manages inventory using a traditional system.Both manual and electronic systems are used for inventory management. This is because the GOB audit authority still requires a paper‐based recording system for goods and supplies. Staff engaged in inventory management isaccustomed to a manual system. They also have the electronic system, where they can compare the logistics data with the electronic records. The purpose of an inventory management system is to ensure that proper and efficient arrangement, maintenance, and stock replenishment are conducted correctly in order to reduce expiry and losses of medicines, supplies, and equipment. This SOP describes the current inventory management procedures within CMSD, specifically for management and staff of the warehouse. Dispatch and Distribution SOP numbers DIS001, DIS002, DIS003, DIS004 Purpose CMSD generally distributes its consumable and non‐consumable goods after final receipt. CMSD supplies 80–85% of its received goods according to the allocation of the individual Line Directors to support their programs and meet the specific requirements of health facilities; these goods are delivered by vendor‐managed transportation.The additional 15–20% of CMSD’s received goods is collected by representatives of the health facilities to meet


14

their emergency requirements; they carry these goods by their own arrangement to their health facilities. The current procedures for dispatching/distributing and collecting goods from CMSD are lengthy, complex, and time‐consuming. The process flow for the collection/distribution is shown in figures 5 and 6.

[‘

Figure 5. Collection/distribution of goods, process flow

P & D‐In charge distributes Invoice copies distributed: Copy 1 & 2 to Ledger Keepers Copy 3 to Store Keeper Copy 4 to HF recipient Copy 5 retained by P&D

Stores Office r issues Gate Pass prepared by P & D‐in charge and records recipient info.

HF recipient departs CMSD with goods

A

B

Receptionist receives Demand or Authorisation letter

Receptionist issues a diary number

SCB assigns serial no. DO and SCB in‐charge sign Demand letter

Docs forwarded to appropriate Ledger Keeper (LK) for invoicing

LK assigns serial no. in indent register for appropriate section

Ledger Keeper generates electronic invoices

LK records indent serial no. on generated invoices and signs

Invoices forwarded to SCB in‐charge for approval and signatures by AD S&D and DO SCB. Signature of recipient verified.

SCB in‐charge records serial no. and information in record register

SCB issues and AD S&D authorizes an Entry Gate Pass and Delivery note

HF recipient takes Gate Pass to Security check point

Security‐in charge enters invoice and delivery note details into his record register & keeps gate pass

Store Officer verifies docs and sends HF recipient to Store Keepers for goods

Store Keeper issues goods, records details in ICR and signs invoice

HF recipient receives goods


15

Figure 6.Receipt of goods at health facility and verification, process flow

Quality Assurance SOP number QAS001 Purpose To assure the quality of products received, there are a number of simple as well as sophisticated tests that can be performed. Testing using laboratory methods is often expensive and time‐consuming when done on a routine basis. Hence, in practice it is

HF recipient departs CMSD with goods

Invoice copies distributed: Copy 1 & 2 to Ledger Keepers Copy 3 to Store Keeper Copy 4 to HF recipient Copy 5 retained by P&D

Goods arrive at Health Facility

Goods checked into stores

LK uses copy 2 to update stock status in ICR and WMS

LK sends copy 1 to SCB in‐charge for

confidential verification of receipt of goods

AD S&D sends copy 1 of invoice to head of HF for confidential verification of

receipt of goods

Head of Health Facility sends

Acknowledgement letters and copy invoice to SCB

SCB receives documents and

maintains as Proof of Delivery

A B


16

important to decide what specific medicine products should be laboratory‐tested and how often in an effort to optimise the use of limited funds available for this purpose. While post‐purchase testing using a laboratory is useful, other approaches for checking medicine quality include visual inspection at time of receipt. Visual inspection consists of critical examination of incoming medicines for the presence of obvious defects in product quality and conformity to product specifications mentioned in tender documents. Visual inspection should be carried out by a trained person attached to the Receiving section as per procedures given below for different types of products. A two‐stage acceptance sampling technique will be used; initially, a small sample size will be examined, and a second larger sample is drawn and inspected only in the event of the first sample failing the visual inspection. Implement a three‐level approach to periodically sample and verify the quality of medicines, using simple to sophisticated laboratory tests, as follows:

1st‐level tests: Visualinspection of packaging, labeling, and physical appearance (at time of receipt at all levels of the supply chain). Visual inspection is done to critically examine and screen out received medicines that show obvious defects in product quality and conformity to product specifications mentioned in tender documents. Visual inspection should be carried out by a trained person attached to the Receiving section as per stipulated procedures. 2nd‐level tests: Basic rapid quality screening tests, mainly using portable minilab systems (rapid thin‐layer chromatography [TLC] tests). 3rd‐level tests: Post‐purchase testing using laboratory methods is useful; however, it is often expensive and time‐consuming to carry out on a routine basis. Hence, in practice it is important to decide what specific medicine products should be laboratory‐tested and how often in an effort to optimise the use of limited funds available.

Figure 7 shows the quality assurance process flow.


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Figure 7. Quality assurance process flow

Goods received at warehouse

Goods received into

stock

Samples given a

manual code and details recorded in a

register

Samples sent to DTL with letter issued by AD S&D

and authorised by

Director CMSD

DTL send completed report to Director, CMSD

Director CMSD sends report to DD

CMSD

DD CMSD sends report to receiving in‐charge for checking

DD CMSD arranges a Survey

Survey members

verify results and forward Survey Report to Director CMSD for

final approval

Samples of pharmaceuticals

taken


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Environment Control, Housekeeping, Safety, and Security

SOP numbers HYG001, STO001, SAF001, MOE001

Purpose

Protecting Medical Supplies against Damage The purpose of storage is to protect the quality and package integrity of commodities as well as to ensure overall product safety, while at the same time making them available for use. Products should be protected against extreme conditions such as extremes of temperature, light, and moisture in accordance with the manufacturer’s recommendations and provisions of these SOPs.

Ensuring Security of Medical Supplies in Storage Apply the following principles to ensure that health commodities are kept secure.

• Each warehouse in the CMS must have a designated officer assigned as responsible for the management and security of the medical supplies in the warehouse.

• Keep stores locked at all times when not in use, and ensure keys are handled by the responsible officer.

• Ensure that the store and building are maintained in good condition. • Conduct regular stock‐taking. • Maintain adequate firefighting equipment and ensure it is within easy reach. • Institute measures to prevent theft and pilferage.


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SECTION 3.

STANDARD OPERATING PROCEDURES


20

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SECTION 3. STANDARD OPERATING PROCEDURES The SOPs on warehouse management currentlycover the following processes at CMSD:

SOP No. Current Revision

No.

Review Date Procedure Issue Date

REC001 New Vehicle/driver security checks

REC002 New Provisional receipt of goods

REC003 New Survey

REC004 New Final receipt of goods

REC005 New Return of goods

STO001 New Storage of goods

STO002 New Cold chain storage

INV001 New Inventory management

DIS001 New Receipt of orders

DIS002 New Invoice preparation

DIS003 New Issue of goods

DIS004 New Return of PODs

MOE001 New Maintenance of equipment

QAS001 New Testing and sampling

HYG001 New Internal and external housekeeping

SAF001 New Product safety and security

Section 3. Standard Operating Procedures

22

REC003. Survey

23

Section: RECEIVING SOP No: REC001

Title:VEHICLE/DRIVER SECURITY CHECKS REVISION No: New

AMENDMENT HISTORY

REVISION NO: SUPERSEDES: ISSUE DATE: REASON FOR CHANGE:

new

DISTRIBUTION TO RESPONSIBLE STAFF

• AD, Storage& Distribution (S&D) • Store Officer • Desk Officer (SCB) • Security Officer • Receptionist

PREPARED BY: CMSD SOP Technical Working Group

ISSUE DATE:

CHECKED BY: Deputy Director, CMSD

REVIEW DATE:

APPROVED BY: Director, CMSD

REC003. Survey

24

PURPOSE

To ensure that a delivery driver and goods are cleared for entry to the site SCOPE

This procedure covers the process of ensuring that delivery drivers and the goods they carry are expected at the CMSD. TIMING Whenever a delivery takes place REFERENCES For the purposes of this procedure, there are no primary references. RESOURCES

• Suppliers’ Forwarding Letter • Suppliers’ Invoice • Entry Gate Pass PROCEDURE

Upon arrival at the CMSD, the driver/supplier representative will present his documents to the receptionist, who will assign a diary number and record this information in a logbook at the reception desk of the Administrative section together with the time of arrival and invoice details. The receptionist will also record the time of arrival on the Forwarding Letter(see Annexure 1) andInvoice(see Annexure 2).

The driver/supplier representative hands over the invoice and forwarding letter to SCB (Stock Control Branch) section where they are signed by the AD (S&D) and then handed to the Desk Officer (DO) Receiving. The SCB in‐charge prepares the Entry Gate Passfor the driver/supplier representative and hands over to AD (S&D) for approval. The Security Officer collects and keeps the Entry Gate Pass (see Annexure15) and records the information of the driver/supplier’s representative in the registers and generates a serial number in the register/log book and forwards to the Stores Officer.

REC003. Survey

25


Title: PROVISIONAL RECEIPT OF GOODS REVISION No.: New

AMENDMENT HISTORY


new


• Stores Officer • Receiving in‐charge • P&D in charge • Receiving assistant


ISSUE DATE:


REVIEW DATE:


REC003. Survey

26

PURPOSE To ensure that goods are provisionally received into the CMSD in a consistent manner and that the receipt is recorded correctly SCOPE This procedure covers the provisional receipt of goods into the CMSD. TIMING Whenever a delivery takes place REFERENCES REC001 – Vehicle/Driver Security Checks RESOURCES Suppiers’ Invoice Suppliers’ Delivery Challan Received Goods Register Suppliers’ Forwarding Letter Provisional Receiving Register PROCEDURE Upon completing the necessary security checks (REC001),the driver/supplier representative moves to the unloading dock, where the Stores Officer signs the Invoice (see Annexure 2) or Delivery Challan(see Annexure 3) as approved and supervises the unloading of the vehicle. The P&D in‐charge then verifies the goods/supplies and records details into the P&D Received Goods Register(see Annexure 22), keeping the Invoice (see Annexure 2), Delivery Challan(see Annexure 3), and Forwarding Letter(see Annexure 1). The Receiving in‐charge receives the stock provisionally according to the invoice, signs the invoice, and records the information in the Provisional Receiving Register (see Annexure 23). He then forwards the invoice to the Receiving Assistant, who organizes the Survey Committee on behalf of the Deputy Director, CMSD.

REC003. Survey

27


Title: SURVEY REVISION No: New

AMENDMENT HISTORY


new

DISTRIBUTION TO RESPONSIBLE STAFF • Deputy Director, CMSD • AD (S&D) • DO, Receiving • Security Officer


ISSUE DATE:


REVIEW DATE:


REC003. Survey

28

PURPOSE To ensure that a survey of goods received is conducted in a timely fashion for all goods received at the CMSD SCOPE This procedure covers all goods received at the CMSD. TIMING Whenever a delivery takes place REFERENCES REC002 – Provisional Receipt of Goods RESOURCES Survey Notice Survey Report DTL Report PROCEDURE Once goods have been provisionally received (REC002), the documentation is passed from the DO, Receiving, to the DD, CMSD, who issues notification as named Survey Notice (see Annexure 4)for survey to the Head of the Survey Committee (Director, Hospital Service Management) along with other members of the committee, scheduling a date for the survey. The Survey Committee conducts the survey on the scheduled date, and prepares a Survey Report (see Annexure 16), whichis signed by all members of the committee. The survey verifies conformity with the Invoice and Forwarding Letter as well as the relevant technical specifications and/or a Drug Testing Laboratory (DTL)Report(see Annexure 17). The Survey Report is then forwarded to the Director, CMSD, for final approval.

REC005. Return of goods

29

Section: RECEIVING SOP NO: REC004

Title: FINAL RECEIPT OF GOODS REVISION NO: New

AMENDMENT HISTORY


new


• Deputy Director, CMSD • AD (S&D) • DO, Receiving • Security Officer


ISSUE DATE:

CHECKED BY: Deputy Director,CMSD

REVIEW DATE:



30

PURPOSE To ensure that a survey of goods received is conducted in a timely fashion for all goods received at the CMSD SCOPE This procedure covers all goods received at the CMSD. RESPONSIBILITIES • Deputy Director, CMSD • AD (S&D) • DO, Receiving • Security Officer TIMING Whenever a delivery takes place REFERENCES REC002 – Provisional Receipt of Goods RESOURCES Survey Report DTL Report PROCEDURE

Once goods have been provisionally received (REC002), the documentation is passed from the DO, Receiving, to the DD, CMSD, who issues aletter to the Head of Survey Committee (Director, Hospital Service Management) along with other members of the committee, scheduling a date for the survey. The Survey Committee conducts the survey on the scheduled date, and prepares a Survey Report(see Annexure 16), which is signed by all members of the committee. The survey verifies conformity with the invoice and forwarding documents as well as the relevant technical specifications and/or aDTL Report (see Annexure 17) The Survey Report(see Annexure 16) is then forwarded to the Director, CMSD, for final approval.


31

Section: RECEIVING SOP NO: REC005

TITLE: Return of Goods REVISION NO: New

AMENDMENT HISTORY REVISION NO: SUPERSEDES: ISSUE DATE: REASON FOR CHANGE:

New


• AD, S&D • Desk Officer, SCB • Store Officer • Store Keeper


ISSUE DATE:


REVIEW DATE:



32

PURPOSE To ensure that any goods returned to the CMSD are checked and evaluated before being returned to stock SCOPE This procedure covers all goods returned to the CMSD for whatever reason. TIMING Whenever goods are returned to the CMSD REFERENCES REC001, REC002, REC003, REC004 RESOURCES None PROCEDURE Returned stock follows the same procedure as new stock arriving at the CMSD. See SOPs REC001, REC002, REC003, and REC004. In addition, when stock is returned to the CMSD, the Line Director who procured the product is informed about the rejection of the goods/products. Line Directors are also informed about their stock status on request basis only. If on completion of the receiving process a product is deemed to be non‐usable, the goods are placed in quarantine.

STO001. Storage of Goods

33

Section: STORAGE SOP NO: STO001

Title: STORAGE OF GOODS REVISION NO: New

AMENDMENT HISTORY

REVISION NO: SUPERSEDES: ISSUE DATE: REASON FOR CHANGE: New


• AD (S&D) • AD (ISM) • Stores Officer • Security Officer • P&D in‐charge • Store Keepers • Maintenance in‐charge


ISSUE DATE:


REVIEW DATE:

APPROVED BY:

STO001. Storage of Goods

34

PURPOSE To ensure that all goods are stored and managed in an appropriate manner SCOPE This procedure covers all goods stored in the CMSD. RESOURCES Temperature Record Registers TIMING Continuously, at all times REFERENCES STO002, HYG001, SEC001 PROCEDURE Upon receipt of goods, each different commodity strength and formulation should be stored in a separate bin location having its own bin card and the bin card should be updated with the details of the new receipt. Store Keepers should ensure that:

• Heavy items are stored on a lower level of racks and light items stored at higher levels

• Bulk stored products do not crushed • Stock is not stored directly on the floor • Aisles are kept free of all items to ensure easy movement of forklift trucks and

trolleys • Temperatures are maintained as appropriate (STO002) • The store is kept clean and tidy (HYG001) • The store is secure at all times (SEC001)

On a regular basis, the expiry dates and condition of each product should be checked both visually and through the records of invoices/ICRs. Any expired medicines or unusable supplies should be moved to a separate room as soon as possible pending disposal. The store temperature should be maintained below 25oC and the Temperature Record Register (see Annexure 24) updated twice daily, in the morning and afternoon. In the event of a failure in the air‐conditioning system, the Maintenance in‐charge should be informed immediately to verify and correct the situation, utilizing a pool of technicians who are available on a roster to cover weekends and holidays.

STO002. Cold Chain Storage

35

Section: STORAGE SOP NO: STO002

TITLE: Cold Chain Storage REVISION NO: New

AMENDMENT HISTORY



• AD (S&D)• AD (ISM) • Stores Officer • Store Keepers • Maintenance in‐charge


ISSUE DATE:


REVIEW DATE:


STO002. Cold Chain Storage

36

PURPOSE To ensure that all cold chain goods are stored and managed in an appropriate manner SCOPE This procedure covers all cold chain products stored in the CMSD. TIMING Continuously, at all times DEFINITIONS

Cold chain product A product that requires storage and transport in an environment that maintains a temperature of 4oC–8oC

REFERENCES For the purposes of this procedure, there are no primary references. RESOURCES Temperature Record Register PROCEDURE Products requiring storage between 2oC and 8oC should be moved to the appropriate cold room immediately upon receipt. Cold room temperature should be maintained between 2oC and 8oC and the Temperature Record Register (see Annexure 24) updated twice daily at 9 am and 5 pm. In the event of temperatures rising above or falling below the required temperatures, the Maintenance in‐charge should be informed immediately to verify and correct the situation utilizing a pool of technicians who are available on a roster to cover weekends and holidays.

INV001. Inventory Management

37

Section: INVENTORY MANAGEMENT SOP NO: INV001

TITLE: Inventory Management REVISION NO: New

AMENDMENT HISTORY



• DD, CMSD • AD (S&D) • DO, SCB • SCB in‐charge • Stores Officer • Store Keepers • Ledger Keepers

PREPARED BY: CMSD SOP Technical Working Groupr

ISSUE DATE:


REVIEW DATE:


INV001. Inventory Management

38

PURPOSE To ensure that all stock is managed in a professional manner SCOPE This procedure covers all stock held at the CMSD. TIMING As necessary REFERENCES For the purposes of this procedure, there are no primary references. RESOURCES BIN Card Reminder Letter PROCEDURE Store Keepers must ensure that first expiry, first out (FEFO) principles are maintained, and where an expiry date is not available, then first in, first out (FIFO) by reference to Bin Cards(see Annexure 18) and the Inventory Control Register as necessary. Stock registers must be maintained as appropriate. Every two months, a Reminder Letter (see Annexure 5) should be sent to the appropriate Line Director regarding the age of stock in hand and the turnover of stock, identifying products that are not moving fast enough. Expired or damaged stock should be moved to a separate store as soon as possible to ensure that these goods are not distributed to health facilities. An annual stock take is conducted by the Foreign Aided Project Audit Department (FAPAD).

DIS001. Receipt of Orders

39

SECTION: DISPATCH SOP NO: DIS001

TITLE: Receipt of Orders REVISION NO: New

AMENDMENT HISTORY



• Director, CMSD • Deputy Director, CMSD • AD (S&D) • DO, SCB • SCB in‐charge • Head Assistant (Admin)


ISSUE DATE:


REVIEW DATE:


DIS001. Receipt of Orders

40

PURPOSE

To ensure that all goods are dispatched from the CMSD in a professional manner SCOPE This procedure covers all items dispatched from the CMSD. TIMING Whenever orders are received REFERENCES For the purposes of this procedure, there are no primary references. RESOURCES Allocation Letter Indent Demand Letter Authorisation Letter PROCEDURE The CMSD reception clerk receives an Allocation Letter (see Annexure 6) from a Line Director and writes a diary number on it and forwards the letter to concerned persons in CMSD.

In the case of collections by the representative of Health Facilities, the S&D section of CMSD requires an Indent (see Annexure 19), an Allocation Letter (issued by Line Directors) (see Annexure 6), a Demand Letter (forwarding letter of intent issued by the Civil Surgeon/Head of Health facilities) (see Annexure7) or an Authorisation Letter (authorisation of the recipient issued by the Civil Surgeon/Head of Health Facilities) of Health Facilities (see Annexure 8)

The Head Assistant (Admin), AD (S&D), Deputy Director, and Director, CMSD, view and sign the necessary documents and forward them to the SCB section.

The SCB in‐charge assigns a serial number on the Allocation Letter for Health Facilities and the DO and SCB in‐charge sign it.

In the case of collections, the SCB requires the necessary documents, as mentioned in paragraph 2 above, from the representative of Health Facilities. The DO and SCB in‐charge sign that document.

The SCB in‐charge forwards the documentation to the individual Ledger Keepers for invoicing.

DIS002. Invoice Preparation

41

SECTION: DISPATCH SOP NO: DIS002

TITLE: Invoice Preparation REVISION NO: New

AMENDMENT HISTORY



• Ledger Keepers • SCB in‐charge • AD (S&D) • DO, SCB • Security Officer • Stores Officer • P&D in‐charge • Store Keepers


ISSUE DATE:


REVIEW DATE:


DIS002. Invoice Preparation

42

PURPOSE To ensure that invoices are prepared correctly with authorisation from the appropriate individuals SCOPE This procedure covers the preparation of all invoices/delivery notes. TIMING Whenever orders are received REFERENCES For the purposes of this procedure, there are no primary references. RESOURCES Allocation Letter Demand Letter Record Register Invoice Gate Pass Register Entry Gate Pass Delivery Note Authorization Letter PROCEDURE The individual Ledger Keeper receives the Allocation Letter(see Annexure 6) or Demand Letter (see Annexure7) and special order (verbal) of the higher authorities as appropriate and assigns a serial number for the invoice in the Indent Register (see Annexure 25) designated for�

Documents

Warehouse Operatin g Proceduressiapsprogram.org/.../03/15-317-CMSD_SOPs.final2_24-10-16.pdf2018/03/15 · Brig Gen Md. Parvez Kabir Director, Central Medical Stores Depot & Line Director,