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Introduction
More and more efficient supply chains are organized to distribute vital resources to underdeveloped and emerging countries. Kenya Pharma is one of such organizations. It is a $ 550 million project, which delivers drugs to Kenyan patients with HIV and AIDS and for disease prevention. The project is funded by the U.S. Agency for International Development and implemented by Chemonics International. The project uses the ISO 9001 approach to strengthen the supply chain, expand the supply area, and provide medicines to the diseased people of Kenya on time. This approach dictates the chain operation order, builds its quality management system, regulates business areas, and continually develops new ways to improve the supply chain and save time.
Elaboration of an Idea
Kenya Pharma made it was quality management system back in 2010, then passed the three-step verification to obtain certification in the ISO 9001. The project was comprehensively considered by several expert commissions: the Internal
Audits, the Management review, and the Certification Assessment. By the end of 2012, the supply chain had served more than 349,000 HIV and AIDS patients, representing about 58% of the total Kenyan population in need of treatment. For the remaining population, the government organized its supply of medicines.
Chemonics International manages all business plan proposals and development strategies that appear within the project throughout the stages of the chain work. It is currently implementing more than 80 international projects in 60 developing countries, working not only with USAID but also with such sponsors as the US Department of Defense and the UK Department of International Development. Among the basics of a successful project in the framework of the ISO 9001 project, creators specify measurement, implementation, analysis, and improvement. It is also emphasized that the ability to adapt to changes, team ownership, collective responsibility, and continuous stimulation of development are sometimes much more important in development projects than technical skills.
Project Implementation
The project team adhered to three principles to optimally implement the planned actions and to develop steadily. The first principle is “play to your strengths.” Any commercial project is successful when it knows how it stands out from the others. Kenya Pharma has relied on its excellent documentation and a high degree of employee responsibility, which ultimately led the project, launched without any assets, into a successful campaign supported by numerous global organizations.
The second principle: “make it collaborative.” The process of planning the supply chain in Kenya took place like an intensive brainstorming session in which several teams from Chemonics participated, and a large staff of the field office in Nairobi, from Washington, D.C. Only the well-organized work in which each unit performs its function and keeps its records, after which the results are checked and rechecked, leads to successful implementation.
The last principle was announced as “results, results, results.” Kenya Pharma has developed a result tracking system based on 43 different indicators, from which a general conclusion about the path taken in the supply chain over a given period is then drawn. Among these indicators are customer reviews, the degree of compliance with the timing, the level of storage conditions of medicines, and more. All this allows the project staff to make timely adjustments to improve the quality of the chain work.
Conclusion
Kenya Pharma currently has 169 bases for sending medicines to 626 available customer service points. Workers provide a wide range of services, from prevention to comprehensive treatment. In 654 additional aspects of delivery, specialists offer the supply of medicines for the prevention of spreading infection from mother to child. The experience of Kenya Pharma shows that business strategies and management systems apply to social programs in developing countries. The use of clear documentation and monitoring of each stage of work should be the key to the functioning of all projects aimed at improving the quality of life in developing countries.
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