A rigorous programme management approach was adopted to ensure that service was maintained throughout the transition of 3rd party suppliers and the insourcing of the scheduling process. A detailed programme plan was produced with interdependent workstreams across each area of the business and regular meetings were scheduled to ensure accountability and tracking of progress. A dashboard of key performance metrics was established to ensure quality delivery and to monitor the impact on the overall service. Risk and change control documents were produced and maintained throughout the programme.
Due to the transition scale and the sensitivity & criticality of the product being delivered, a full contingency plan was produced and put on standby to minimise risk to patient safety and ensure continuity of service. A full communications plan was executed both internally and externally, plus comprehensive stakeholder engagement and change management activities.
Successfully transitioned 14 depots & related resources within the agreed 15 week period, without the use of the contingency plan and with no significant service issues
Processes and infrastructure have been re-engineered across the business including within Customer Services, Warehouse, and Logistics. Enabling technology systems were installed & configured to support these functions
By the end of the transition, on average, 68% of patients were receiving their deliveries on time and 91% either early or on time, with a 5% failed delivery rate – a significant improvement on previous performance
77% of patients surveyed were very satisfied with the delivery service (sample of 712 patients)