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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

option

A supply chain strategy provides a medium to long-term vision of total supply chain design, oversight, and performance and guides strengthening initiatives.

Has not been developed

In development or outdated

Developed and consistently incorporates all levels and actors but has not been adequately resourced (financial and human)

Developed and consistently incorporates all levels and actors and has been adequately resourced (financial and human) but is not adaptable to environmental conditions

Developed and consistently incorporates all levels and actors, has been adequately resourced (financial and human) and can be periodically adapted to changing environmental conditions

option

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

Have not been deliberately defined and are used in an uncoordinated, ad-hoc manner, if at all

Have been defined but are not yet implemented

Have been defined for all supply chain functions and are applied by some (but not all) actors at some levels (but not all)

Have been applied and shared with all actors at all levels and inform management of all supply chain functions but are not adaptable to environmental conditions

Are periodically updated to reflect changing environmental conditions and measure and share overall performance data across levels, functions, and all partners

option

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

Has not been deliberately designed and processes are managed in an uncoordinated, ad-hoc manner, if at all

Has been designed but has not been implemented

Has been designed for all supply chain functions and applied by some (but not all) actors at some levels (but not all)

Network has been implemented for all supply chain functions and applied by all actors but is not adaptable

Network design is periodically optimized to reflect changing environmental conditions. The process connects and informs the full range of supply chain partners

option

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

Has not been determined or deliberately allocated

Is in the process of being determined and allocated

Has been allocated and expended to cover the cost of some (but not all) supply chain functions, levels, and actors

Has been allocated and expended to cover the cost of all supply chain functions, levels, and actors but is not adaptable

Can be adapted and quickly mobilized to changing environmental conditions and to address 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.

Does not exist

Established but does not have authority to advocate on behalf of all supply chain stakeholders or influence resourcing and policy decisions

Has authority to advocate on behalf of some supply chain stakeholders and levels (but not all) and influence some (but not all) resourcing and policy decisions

Has authority to manage or advocate for all critical supply chain functions at all levels for all actors and influence resourcing and policy decisions but is unable to leverage resources or political support to adapt to changing environmental conditions

Has authority to manage or advocate for all critical supply chain functions at all levels for all actors, influence resourcing and policy decisions, and is able to leverage resources or political support to adapt to changing environmental conditions

option

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

Has not been determined

Is in the process of being determined

Has been determined and is being used to monitor supply chain performance and efficiency for some (but not all) levels, actors, and functions

Has been determined and is being used to monitor supply chain performance and efficiency for all levels, actors, and functions

Can be periodically updated to reflect changing environmental conditions and optimize supply chain performance and efficiency across all levels, actors and functions

option

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

Vendor management process has not been defined

Process and performance indicators have been defined, but have not been implemented; data collection tool and reports are in development

Process has been implemented for some, but not all, vendors

Has been implemented for all vendors and at all levels of the supply chain, as appropriate

Vendor management process is periodically reviewed to reflect changing environmental conditions; internal and external partners collaborate and share information and performance goals to effectively improve overall supply chain performance

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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

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