manual on management of drugs
manual on management of drugs
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 which are withheld / withdrawn.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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