Operations management and procurement

WP1 had two streams: the first was operations management based, modelling combinations of distributed resources by drawing upon recent supply chain and postponement theory to simulate key parameters. Relevant supply chain literature was reviewed, in conjunction with case studies of leading organisations (for example, Virgin, RAC, Tesco) whose responsibilities involve combining resources in real time.

 

Current and likely future emergency ambulance activity was reviewed and analysed into core domains to inform equipment and supplies design combinations. The required combinations of staff, equipment and supplies were then modelled physically and, using computer based modelling provided initial validation of the required synchronisation of capabilities.

 

The second stream was procurement-based. The procurement analysis deduced existing costs by analysing existing practices across the treatment spectrum to provide a baseline for comparison with the new model of care. We identified the full procurement costs associated with current fixed, hospital-based provision to provide a baseline for identifying a business case for new distributed provision. A meta level, but empirically derived, framework for how current costs are allocated was created, comparing current and distributed procurement costs.