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manual on management of drugs

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CHAPTER 10<br />

MONITORING OF CONSUMPTION OF DRUGS<br />

1. .M<strong>on</strong>itoring is important to ensure c<strong>on</strong>tinuous availability <strong>of</strong> <strong>drugs</strong> in<br />

medical instituti<strong>on</strong>s.<br />

M<strong>on</strong>itoring implies<br />

a) identificati<strong>on</strong> <strong>of</strong> gaps or deficiencies and<br />

b) taking <strong>of</strong> timely corrective acti<strong>on</strong>.<br />

C<strong>on</strong>tinuous m<strong>on</strong>itoring prevents;<br />

a) out <strong>of</strong> stock situati<strong>on</strong>s <strong>of</strong> supplies and<br />

b) accumulati<strong>on</strong> <strong>of</strong> excess quantities <strong>of</strong> <strong>drugs</strong> and obsolete items.<br />

M<strong>on</strong>itoring should also be aimed at<br />

a) quality suspected <strong>drugs</strong>,<br />

b) <strong>drugs</strong> causing adverse reacti<strong>on</strong>s<br />

c) <strong>drugs</strong> which are withheld / withdrawn.<br />

2. The reas<strong>on</strong>s for a drug being “Out <strong>of</strong> Stock” are many. These include:<br />

i. n<strong>on</strong>-indenting <strong>of</strong> the drug.<br />

ii. under estimati<strong>on</strong> <strong>of</strong> the requirement <strong>of</strong> <strong>drugs</strong>.<br />

iii. actual c<strong>on</strong>sumpti<strong>on</strong> has exceeded the estimate.<br />

iv. withdrawal/withholding <strong>of</strong> a drug due to quality issues<br />

v. n<strong>on</strong>- compliance to the delivery schedule with regard to<br />

quantity and time by the procurement agency.<br />

3. Possible reas<strong>on</strong>s for n<strong>on</strong>-compliance to the delivery schedule include:<br />

Inability to find a prospective supplier/manufacturer through normal<br />

procurement process due to limited sources in the market or the quantity<br />

indented being commercially unattractive.<br />

Late awarding <strong>of</strong> the tender<br />

Administrative or financial problems<br />

Partial award (eg. 25%) <strong>of</strong> tenders to suppliers with a history <strong>of</strong><br />

quality failures/new suppliers, and keeping the balance pending subject to<br />

good performance <strong>of</strong> the product.<br />

Request for price increases after awarding the tender or inability to<br />

provide quality certificati<strong>on</strong> required for shipment/customs clearance<br />

causing delay in supply.<br />

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