CHAPTER V: THE VIRTUAL WAREHOUSE IN A SANITARY DISTRICT
The decisions that define politics of supplyings of a sanitary company regard:
Wanting to make a short analysis of the cetralized management of the warehouses, some positive
points can be put in prominence and others denied to you to you.
In the first place, in spite of the national directives
they are those to pursue one political of centralization, every Company before to proceed in such sense, and therefore to
change puts into effect it them managerial structure, it is called in the first place to carry out an inner surveying
finalized to become account of puts into effect them logistic costs and organizational deriving from the situation it
puts into effect them; then a finalized study to comprise the advantages and disadvantages to which encounter would go
if it passed to the centralization; in order then to be able to carry out an analysis cost-benefits deriving from the
comparison of the 2 previous points.
From the business point of view, the main problem to face is that one of localization
of the druggist warehouse following two criteria: the criterion of the minimal distribution cost, that localization of
the warehouse in function of the geographic positioning of the question points must hold in particular consideration
(every weighted one in function of the volume of the demands); the criterion of the minimal cost of warehouse constituted
from the operating costs of the supplyes and from the fixed cost of structure.
An only cetralized druggist warehouse that
supplies more Companies and that it replaces the warehouses of the pharmacies territorial hospitals worker and, could involve
a possible total reduction of the supplyes of pharmacy - previa standardization of articles - with remarkable economies in the
management of the warehouses, a saving in the spaces to they as an example dedicates to you and one simplification of the
procedures administrative-accountants (the reference to an only "supplier" with consequent centralization also of the purchase
orders).
But such it turns out to you can be only caught up to pact to manage an only warehouse that has the full responsibility of the management of the same one also in terms of supplying near the supplier
s and is just this the critical point: this solution involves the sostenimento of costs necessarily elevates to you.
draft to
sopportare of the cost added you regarding the state put into effect them. Moreover, if on one side such solution in along
period stretches to make to diminish the structure costs, from the other involves an unavoidable increase of the incidence
of the shipping charges.
Currently they are the suppliers who deliver the materials order you to the pharmacies and to
support the transport costs.
In the hypothesis that the suppliers deliver to the cetralized warehouse, this last one they
will weigh on the costs of second delivery to the companies.
The preparation from part of an external subject of the
druggist products demands routinariamente does not produce economies of scale. In other words, if daily in a company "who"
prepare in average 50 "undercarriages of unit" not ago difference prepares them. Always 50 remain and the partial recovery
of personal inside to the company with the minimizzazione of the inner warehouse would come compensated from the staff who
will have to take care itself some near that outside to the company.
As far as the efficiency of the service:
the complexity of the deliveries and the tempistica will have carefully to be estimated in order not to pull down put into
effect it them levels of performance.
The geographic distribution of the units and services of an big area needs to
organize the distribution with means of transport used after the transport on road, with long times of transfer that demand
ulterior guarantees and equipment for the corrected conservation of the materials also during you is made of transport.
If in consequence of the cetralized distribution cost a reduction of the distributive frequencies had to be assumed (es.
one week rather than two as it is currently for the prevalence of the reparti/servizi) it would obtain the immediate
consequence to increase the supplyes near the units, creating problems also on the forehead of the necessary spaces.
Residuare to inner the druggist warehouse the sun amount of materials for the "urgencies" means must in any case
"stop" in supply the greater part of the products.
In fact, any druggist product, potentially, could be demanded "
with urgency " to second of the various described situations over, that it means it must be equipped
however of a business warehouse with the relative resources, in order to guarantee puts into effect it them levels of
performances.
I1 druggist, in virtue of its preparation, is the only professional in a position to adding to value
to the distributive activity of the drug supplying all the necessary information why I use it happens more in the
appropriated way.
From the point of view of the responsibilities, it is not doubt that in case dì exsternalizations
of the distribution would unavoidablly accompany parallel and also the transfer to the logistic operator of the
responsibilities connected to the distributive action in order to:
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