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PubMed1983

Hospital pharmacists' evaluation of drug wholesaler services.

Services provided by drug wholesalers were evaluated by hospital pharmacists. A survey was mailed to 1500 randomly selected pharmacy directors. Respondents indicated availability and use of 26 customer services. Pharmacists rated the services that they used on the basis of importance of the service and satisfaction with the service. The 644 returned questionnaires indicated that most services were available to a large majority of respondents. Most services used were rated as important or essential. Most respondents were satisfied with wholesaler services; the service with which the most respondents were dissatisfied was stocking of pharmaceuticals in single-unit packaging. Of other services that were widely used and rated important, prompt crediting for delivery errors, few out-of-stock items, frequent pickup of return merchandise, and stocking of injectable pharmaceuticals received low satisfaction ratings. Same-day delivery service and emergency delivery of prescription items were unavailable to more than 40% of respondents. Hospital pharmacists were generally satisfied with services provided by drug wholesalers. Wholesalers should be aware of the particular service needs of hospital pharmacists, and further studies of these needs should be conducted.

Commerce↗
PubMed1983

Financial analysis.

Analysis of financial reports used in hospital pharmacy management is described. Financial data may be reported as numbers, ratios, or graphs. Drug expenses should receive the most extensive analysis because they constitute the largest expense for a hospital pharmacy. Monthly and year-to-date expenses of various categories of drugs and supplies are discussed in relation to the influence of such factors as time of year, workload, and physician prescribing patterns. Personnel expenses are analyzed in a similar manner. An example of a written financial report to hospital administration that discusses expenses, revenues, and the effect of various factors on the financial status of the pharmacy department is presented. Analysis of financial data by the hospital pharmacy manager provides insight into other aspects of the department and information on which to base future management decisions.

Costs and Cost Analysis↗
PubMed1984

Indicators to control drug costs in hospitals.

A set of monthly indicators that can be used to track hospital drug costs is described; use of the indicators is illustrated using data from one hospital pharmacy department. Weighted for the top 100 drug products' contribution to drug expenditures, the drug-cost inflation index identifies changes in the price of drug products, and the drug-cost index accounts for changes attributed to newly marketed drug products and changes in drug use. Pharmacologic-cost indicators represent the expenditure for drug products in specific pharmacologic classifications per patient day, and disease-drug cost indicators represent the expenditure per day for drugs used to treat patients with specific diseases. Other indicators are the drug cost per patient day, per outpatient clinic visit, and per outpatient prescription. Indicators of intravenous solution cost per patient day, contrast media cost per radiologic procedure, and radiopharmaceuticals cost per procedure are described. Hospital pharmacy directors can use the indicators to develop accurate drug budgets and to monitor changes in drug costs on a routine basis; the indicators also can provide useful information in monitoring drug costs for diagnosis-related groups.

Budgets↗
PubMed1982

Evaluating vendor responses.

The process of evaluating computer vendors' responses to a request for proposal (RFP) is described. The steps involved are (1) reviewing vendor proposals, (2) attending vendor presentations (3) reviewing references, (4) visiting vendor clients, (5) reviewing vendor stability, and (6) making the decision. The primary purpose of reviewing proposals is to reduce the number of vendors under consideration. Vendors' proposals should be attended by representatives of all affected departments, and each vendor's presentation should be discussed with the RFP or RFP extension as a guide. Interviewing users of a system helps determine how the system works in practice and how accurately the vendor has represented his product. Likewise, visiting selective vendor clients, without the vendor representative being present, helps establish whether the persons actually using the system like it and find it easy to use. A vendor's stability can be best determined by examining its financial stability and its commitment to the pharmacy product. Making the selection requires elimination of vendors that do not meet minimum requirements, rating the remaining vendors numerically, and deciding which features of each system are most desirable. The vendor selection process provides an opportunity to thoroughly study an operation and helps set priorities for the department.

Computers↗
PubMed1982

Managing computer systems. Developing the proposal.

The major components of a thorough proposal to computerize pharmaceutical services are described. The components of the proposal are (1) the introduction; (2) description of current and proposed systems; (3) hardware, software, and supplies; (4) vendor selection; (5) implementation; (6) interface; (7) justification of need; (8) risk analysis; (9) contract; (10) summary; and (11) appendices. Special emphasis is given to justifying the pharmacy system on the basis of decreased cost for personnel, drugs, charging for services, and equipment. Additional justification is based on the benefits of increased production, decreased problems, and increased capacity to produce. A life-cycle cost analysis and engineering economy formula is described that can be used to calculate the number of full-time equivalents that must be reduced in order to offset costs of the system through personnel reduction alone. Because the decision to computerize pharmaceutical services constitutes a major and permanent change, it is important that the proposal be logical, factual, thorough, and organized.

Computers↗
PubMed1983

Monitoring the hospital activities of medical service representatives.

A comprehensive program to monitor and regulate the activities of medical service representatives (MSRs) in a large teaching hospital is described. The MSR program consists of written policies and procedures for regulating the activities of MSRs within the hospital, an orientation program for MSRs, and quarterly MSR committee meetings. In addition, MSRs are involved in planning and implementing an annual drug fair for all hospital personnel and biannual continuing-education sessions for physicians. Compliance with policies and procedures is monitored using a MSR visitation roster in the pharmacy department. This organized program has resulted in an optimum exchange of information between the hospital and the pharmaceutical industry.

Drug Industry↗