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Diagnostic Tool

Area 1 of 7: Strategic Planning & Performance Management

Click on each question tab to complete this section. For each question, select the description that best describes your supply chain:

Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8

option

A supply chain strategy provides a long-term vision of total supply chain design, oversight, and performance and guides strengthening initiatives for all targeted commodities including those requiring cold chain.

Strategy has not been developed

Strategy is being developed

Strategy has been developed for all targeted commodities and incorporates some key actors, activities and levels (national, regional, district/county, and/or facility)

Strategy has been developed for all targeted commodities, consistently incorporates most key actors, activities and levels (national, regional, district/county, and/or facility), and has been resourced (financial and human)

Strategy has been developed for all targeted commodities, incorporates all key actors, activities and levels (national, regional, district/county, and/or facility), has been adequately resourced (financial and human), and is periodically updated to changing environmental conditions and objectives

option

Key performance indicators (KPIs) are used to monitor, communicate, and improve supply chain performance

Indicators have not been defined

Indicators are being defined

Indicators have been defined for some supply chain activities and implemented by some key actors at various levels (central, regional, district, and/or municipal)

Indicators have been defined, implemented, and evaluated for most supply chain activities and shared among most key stakeholders at various levels (central, regional, district, and/or municipal) to help make supply chain management decisions

Indicators have been defined, implemented, and evaluated for all supply chain activities and shared among all key actors and levels (central, regional, district, and/or municipal) to help make supply chain management decisions and are periodically updated to reflect changing environmental conditions and objectives

option

Network structure and business processes are defined and optimized and periodically reviewed to respond to changing demand.

Network has not been designed

Network is being designed

Network has been designed and implemented for some key supply chain actors, activities and levels (e.g. regional, district, or municipal)

Network has been designed, implemented for most supply chain activities and evaluated by most key stakeholders and levels (eg. regional, district, or municipal)

Network has been designed and implemented for all supply chain activities and evaluated and modified by all key stakeholders and levels (eg. regional, district, or municipal) to optimize performance and respond to changing environmental conditions and objectives

option

Sufficient budget for supply chain strengthening activities (e.g., human resources, capacity building, information systems) is determined, allocated and effectively disbursed and expended.

Budget has not been determined or allocated

Budget is being determined and allocated

Budget has been allocated and expended to cover the cost of some supply chain activities at various levels (central, regional, district, and/or municipal)

Budget has been allocated and expended to cover the cost of most supply chain activities at all levels (central, regional, district, and/or municipal)

Budget has been allocated, expended to cover the cost of all supply chain activities at all levels (central, regional, district, and/or municipal) and can be adapted and quickly mobilized to address changing supply chain challenges as they arise

option

A coordinating body, including key actors across sectors (e.g. donors, MOH, NGOs, commercial partners), can support coordinated efforts to improve product availability and respond effectively to supply chain challenges.

Coordinating body has not been established

Coordinating body is being established

Coordinating has been established and has authority to advocate on behalf of some supply chain actors and levels (central, regional, district, and/or municipal) and influence supply chain operational management decisions

Coordinating body has been established and has authority to advocate on behalf of most supply chain actors and levels (central, regional, district, and/or municipal) and influence supply chain operational management, resourcing, and policy decisions

Coordinating body has been established and has authority to advocate on behalf of all supply chain actors and levels (central, regional, district, and/or municipal) to influence supply chain operational management, resourcing, and policy decisions and adapt role and mandate to changing environmental conditions and objectives

option

Operational supply chain costs are collected and costing data are used to manage resources and inform design.

Costs have not been determined

Costs are being determined

Costs have been determined and are being used to monitor supply chain performance and efficiency for some supply activities and actors at various levels (central, regional, district, and/or municipal)

Costs have been determined and are being used to monitor supply chain performance and efficiency for most supply chain activities and actors at various levels (central, regional, district, and/or municipal)

Costs have been determined, are being used to monitor supply chain performance and efficiency for all supply activities and actors at all levels (eg. regional, district, or municipal) and can be adapted and updated to monitor changing supply chain challenges and environmental conditions

option

The performance of vendors who provide products and/or services is actively and consistently managed.

Vendor management process has not been defined

Vendor management process and performance indicators are being defined

Vendor management process has been implemented for some vendors

Vendor management process has been implemented for all vendors and most supply chain levels (central, regional, district, and/or municipal), as appropriate

Vendor management process has been implemented for all vendors, at all supply chain levels (central, regional, district, and/or municipal) and all supply chain actors collaborate and share information and performance goals to continuously improve overall supply chain performance

option

A customer-centered approach increases availability of health products in all sectors (public, commercial, and non-governmental organizations (NGOs))

Market has not been analyzed

Market is being analyzed

Market has been analyzed and strategies are defined for increasing availability of some priority health products and customer segments

Market has been analyzed and strategies defined for increasing availability of most priority health products and customers

Market has been analyzed, strategies defined for increasing availability of most priority health products and customers, and market development approaches are routinely adapted and updated to monitor changing supply chain challenges and environmental conditions

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Why are public health supply chains important?

Watch this three-minute animated video that describes the importance of adapting supply chain integration commercial approaches for public health to make sure life saving health products get to the people who need them.

"Much of the [world's] burden of disease can be prevented or cured with known, affordable technologies. The problem is getting drugs, vaccines, information and other forms of prevention, care or treatment—on time, reliably, in sufficient quantity and at reasonable cost—to those who need them."

— World Health Organization