Inventory Management |

For each question, select the response that best describes your organization.

1. Minimizing Expired Products through Process and Technology*
- We don’t formally track or monitor product expirations.
- We use formal mechanisms, but they are inconsistent and vary by individual department/service line.
- We use formal mechanisms that include technology tools or business intelligence reporting.
- We use formal mechanisms, including technology tools or business intelligence reporting, and we optimize product inventory levels consistently so that products are used prior to expiration.
- I don't know.
2. Eliminating Stock-Outs*
- We don’t measure or track stock-outs.
- We have formal stock-out tracking and reporting for storeroom inventory, but PAR locations are not actively monitored.
- Formal stock-out tracking and reporting is managed for storeroom inventory and clinical inventory/PAR areas.
- We have formal analytics for storeroom inventory and clinical inventory areas, which are used to actively manage PAR levels and item use needs.
- We use predictive analytics and demand planning to eliminate stock-outs.
- I don't know.
3. Managing Perioperative and Procedural Inventory (OR, IR, Cath, EP)*
- Supply chain doesn’t manage this inventory.
- Supply chain is responsible for this inventory and relies on manual counting and past knowledge to manage product needs.
- Supply chain manages this inventory and uses specific item locations and PAR levels. Staff members make product requests manually or via the MMIS.
- Supply chain manages this inventory. Preference cards/picks, documentation, and charge capture information is integrated, informing supply chain about needs for product.
- Supply chain manages this inventory. Integrated data enables demand planning and informs inventory controls (PAR adjustments, stock-out management, etc.).
- I don't know.
4. PAR Locations*
Select all that apply.
- Supply chain manages product orders for unit supply locations.
- Controls (e.g., PAR levels, item locations, and cycle counting) are used to manage product needs.
- Evaluations about end-user needs are conducted and include product use data and a system of continuous feedback (at least every three months).
- Advanced practices (such as 5S item mapping, rounding, data analysis, and forecasting) are used consistently.
- Analytics-enabled demand planning and forecasting are used to manage unit supply locations, with minimal staff intervention.
- We consistently monitor item use and variation to eliminate product expirations, stock-outs, and to provide a high level of customer service.
- I don't know.
5. Managing Warehouse Inventory*
- Warehouse or safety stock locations are managed manually.
- Perpetual inventory supports automated operations.
- Reporting and business intelligence are used to forecast unit needs and safety stock.
- Metrics are used to track perpetual inventory; business intelligence tools are used to monitor department end-user product needs.
- I don't know.
6. Using Inventory Management Technology (MMIS, Third-Party Vendors, Advanced Technology/Reporting)*
- Unit supply locations or main storerooms use very little or no inventory management technology to support daily operations.
- We use some technology-enabled inventory controls (MMIS, scanners, two-bin, weighted, RFID, bar code, etc.).
- We use technology (and the resultant reports) to help us manage charge capture, variation, and requisitioning.
- We use business intelligence/analytics to guide stock-out forecasting, backorder management, expirations, PAR adjustments, and variation.
- We use connected technologies to provide analytics and business intelligence that enable demand planning, predictive forecasting, etc.
- I don't know.
7. Reporting and Business Intelligence*
Select all that apply.
- We use analytics to support product ordering.
- We use analytics to determine PAR levels, product orders, etc.
- We use analytics to enable business decisions.
- We use analytics and business intelligence to drive strategy; they are embedded into daily operations.
- Analytics have transformed inventory management so we have true demand planning, predictive forecasting, etc.
- I don't know.
8. Customer Service*
- Supply chain inventory staff make inventory/PAR adjustments based on end-user requests.
- End-users work with supply chain to manage their product needs.
- We use clinically integrated processes to manage PAR adjustments, product changes, etc.
- We use a centralized customer service model to manage, inform, and resolve product needs.
- I don't know.
Do you have any questions or comments?
This will not affect your assessment score.
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