Interview quotation analysis for pharmacist (PH01)
| ParticipantNumber-Quote number) “… variables in Phrase(s)” (word count in variables/total word count in causal statement) | Phrase(s) from participant quote denoting model variables | Interpreted model variables | Causal link between model variables (→=causal link, --‖→=causal link with delay, +/−=positive or negative polarity) | Comments |
|---|---|---|---|---|
| PH01-01) “…if you identify such companies and pay them when due, that means you developed a good relationship with the supplier. if you have expired items or they’re about to expire, you can call on their attention to come and retrieve those medications or if you have any other formulation preferences, they can be called upon to replenish your stock. When you establish a pattern for purchase or replenishment where interests are considered …this system tries to delay the supply of medication, so we go into out of stock.” (88/144) | - when due - pay them - relationship with the supplier - where interests are considered - call on their attention - out of stock | Time delay Available funds Hospital-supplier relationship (trust) Information sharing Stockout | Available funds--‖→+Hospital-supplier relationship (trust)→+Information sharing→−Stockout | Payment of suppliers and information delays lead to stockout of medicines. Conflict of interest during procurement disrupts leads distrust and medicine stockout |
| PH01-02) “… let's have a team that works together all through the process and ensures that at the end of day the patient gets what he needs.” (25/36) | - works together all through the process - patient gets what he needs | Process integration Medicine inventory | Process integration→+Medicine inventory | Alignment of internal processes improves medicine availability |
| PH01-03) “we give them specifications of drug names, that’s all, we don’t recommend. They are registered companies already, so those companies key into the bidding. I think having laid down rules and everyone takes his own responsibilities stating it legally or officially will go a long way in improving such relationship with the … drugs should not be treated as general commodities.” (61/199) | - specifications of drug names - key into the bidding - improving such relationship - drugs should not be treated | Medicine inventory Procurement Hospital-supplier relationship (trust) Staff satisfaction | Medicine inventory→+Procurement→+Hospital-supplier relationship (trust)→+IS satisfaction | Pharmacists are happy when medicines are prioritised during procurement |
| PH01-04) “…all committee members should undergo training on … logistics so that they will know what they ought to do and how they will improve on the quality of services rendered to the patient. They should establish good relationship with the stakeholders. (41/60) | - undergo training - quality of services - good relationship with the stakeholders | Staff capacity Medicine inventory Hospital-stakeholder relationship (trust) | Staff capacity→+Medicine inventory→+Hospital-stakeholder relationship (trust) | Developing competency in staff will improve the image of the hospital |
| PH01-05) “…only the head of department that has direct communication with the suppliers, no other person is expected to communicate with suppliers regarding any medication or drugs supply, …the pharmacist communicates with the head of department… when the stock gets too low. …usually the restocking is quarterly, due to procurement bureaucracy, It usually goes into like six months before drugs get replenished.” (61/118) | - direct communication - stock gets too low - procurement bureaucracy - six months - drugs get replenished | Information sharing Stockout Time delay Procurement | Information sharing→+Procurement--‖→−Stockout | Delay in information sharing with suppliers and supply chain partners increase stockouts |
| PH01-06) “…training and retraining of staff in the pharmacy. Having them knowing so much about the work on the drugs so that they will have enough knowledge to disseminate to the patients’ during dispensing is very important.” (36/69) | - training and retraining of staff - disseminate to the patients | Staff capacity Information sharing | Staff capacity→+Information sharing | Increased capacity enhances knowledge sharing in the hospital |
| PH01-07) “…online platforms for purchasing commodities if such platforms could be used for drugs, we’ll get prompt supply of medications and easy payment because mostly you have to pay then get your commodities or pay on delivery such things will improve the availability of medication. So it makes the … supply time shorter, and you get to have drugs, whenever you need them.” (62/134) | - online platforms for purchasing commodities - prompt supply - supply time shorter - easy payment - availability of medication | Technology integration Time delay Supply delay Cash collected Medicine inventory | Technology integration--‖→−Supply delay→−Medicine inventory→+Cash collected | Improving visibility with technology improves medicine availability and cash management |
| PH01-08) “…if i dispense good number of drugs and prescription without having an out of stock. …that is a yard stick for measuring performance. …the account, I expect them to make a smooth payment to suppliers.” (/56) | - out of stock - measuring performance - smooth payment to suppliers | Stockout Performance Available funds | Available funds→−Stockout→−Performance | When suppliers are not paid, they do not supply medicines to the hospital, which increases stockout rate |
| PH01-09) “…the pharmacist, makes sure that he raises request when due, he doesn't go out of stock before raising a request he has …a timeframe to have that stock. …the procurement people should make sure the right supplier supplies the medication at the right amount considering the best quality.” (48/77) | -raises request when due - out of stock - a timeframe - supplies the medication at the right amount | Customer orders Stockout Time delay Procurement | Customer orders--‖→+Stockout→+Procurement | The pharmacist should not wait to go out of stock before restocking. Knowing when to restock is important to prevent stockout |
| PH01–10) “if I had the power, I would want government to look at the purpose of setting up a drug revolving fund. Because having a drug revolving fund means the drug, the proceed from the sales of drugs is what you use to replenish the drug and you’re expected to be revolving the fund. …the government has defied those rules by merging all accounts into Treasury Single Account and it makes the DRF not to access the funds directly, it brings about a delay in the whole procurement process to at the end of the day, you go out of stock for a very long time due to inaccessibility of funds, and mostly they don’t give priority to buying drugs… instead, they go on other projects with the proceeds from DRF.” (130/159) | - I had the power - purpose of setting up a drug revolving fund - sales of drugs - replenish the drug - access the funds directly - a delay - a very long time - out of stock - don’t give priority to buying drugs - they go on other projects with the proceeds from DRF | Staff satisfaction Fill rate Cash collected Procurement Available funds Time delay Stockout Funding Leakage | Staff satisfaction--‖→+Fill rate ---//→+Procurement→+Cash collected→+Available funds--‖→+Leakage--‖→+Funding--‖→−Stockout | Government and hospital management do not prioritise medicine procurement. The Treasury Single Account policy prevents access to DRF funds. Lack of access to funds leads to stockout of medicines for extended periods of time |
| Phrase(s) from participant quote denoting model variables | Interpreted model variables | Causal link between model variables (→=causal link, --‖→=causal link with delay, +/−=positive or negative polarity) | Comments | |
|---|---|---|---|---|
| - when due | Time delay | Available funds--‖→+Hospital-supplier relationship (trust)→+Information sharing→−Stockout | Payment of suppliers and information delays lead to stockout of medicines. Conflict of interest during procurement disrupts leads distrust and medicine stockout | |
| - works together all through the process | Process integration | Process integration→+Medicine inventory | Alignment of internal processes improves medicine availability | |
| - specifications of drug names | Medicine inventory | Medicine inventory→+Procurement→+Hospital-supplier relationship (trust)→+IS satisfaction | Pharmacists are happy when medicines are prioritised during procurement | |
| - undergo training | Staff capacity | Staff capacity→+Medicine inventory→+Hospital-stakeholder relationship (trust) | Developing competency in staff will improve the image of the hospital | |
| - direct communication | Information sharing | Information sharing→+Procurement--‖→−Stockout | Delay in information sharing with suppliers and supply chain partners increase stockouts | |
| - training and retraining of staff | Staff capacity | Staff capacity→+Information sharing | Increased capacity enhances knowledge sharing in the hospital | |
| - online platforms for purchasing commodities | Technology integration | Technology integration--‖→−Supply delay→−Medicine inventory→+Cash collected | Improving visibility with technology improves medicine availability and cash management | |
| - out of stock | Stockout | Available funds→−Stockout→−Performance | When suppliers are not paid, they do not supply medicines to the hospital, which increases stockout rate | |
| -raises request when due | Customer orders | Customer orders--‖→+Stockout→+Procurement | The pharmacist should not wait to go out of stock before restocking. Knowing when to restock is important to prevent stockout | |
| - I had the power | Staff satisfaction | Staff satisfaction--‖→+Fill rate ---//→+Procurement→+Cash collected→+Available funds--‖→+Leakage--‖→+Funding--‖→−Stockout | Government and hospital management do not prioritise medicine procurement. The Treasury Single Account policy prevents access to DRF funds. Lack of access to funds leads to stockout of medicines for extended periods of time |
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