Made available in DSpace on 2014-12-17T15:24:26Z (GMT). No. of bitstreams: 1 JoaoCNAF_DISSERT.pdf: 2996446 bytes, checksum: 1b396a7047a2f6f7e9b43b5a689f4492 (MD5) Previous issue date: 2013-10-31 / The inventory management in hospitals is of paramount importance, since the supply materials and drugs interruption can cause irreparable damage to human lives while excess inventories involves immobilization of capital. Hospitals should use techniques of inventory management to perform replenishment in shorter and shorter intervals, in order to reduce inventories and fixed assets and meet citizens requirements properly. The inventory management can be an even bigger problem for public hospitals, which have restrictions on the use of resources and decisionmaking structure more bureaucratized. Currently the University Hospital Onofre Lopes (HUOL) uses a periodic replacement policy for hospital medical supplies and medicines, which involves one moment surplus stock replenishment, the next out of stock items. This study aims to propose a system for continuous replenishment through order point for inventory of medical supplies and medicines to the hospital HUOL. Therefore, a literature review of Federal University Hospitals Management, Logistics, Inventory Management and Replenishment System in Hospitals was performed, emphasizing the demand forecast, classification or ABC curve and order point system. And also, policies of inventory management and the current proposal were described, dealing with profile of the mentioned institution, the current policy of inventory management and simulation for continuous replenishment order point. For the simulation, the sample consisted of 102 and 44 items of medical and hospital drugs, respectively, selected using the ABC classification of inventory, prioritizing items of Class A, which contains the most relevant items in added value, representing 80 % of the financial value in 2012 fiscal year. Considering that it is a public organization, subject to the laws, we performed two simulations: the first, following the signs for inventory management of Instruction No. 205 (IN 205 ), from Secretary of Public Administration of the Presidency ( SEDAP / PR ), and the second, based on the literature specializing in inventory management hospital. The results of two simulations were compared to the current policy of replenishment system. Among these results are: an indication that the system for continuous replenishment reorder point based on IN 205 provides lower levels of safety stock and maximum stock, enables a 17% reduction in the amount spent for the full replenishment of inventories, in other words, decreasing capital assets, as well as reduction in stock quantity, also the simulation made from the literature has indicated parameters that prevent the application of this technique to all items of the sample. Hence, a change in inventory management of HUOL, with the application of the continuous replenishment according to IN 205, provides a significant reduction in acquisition costs of medical and hospital medicine / A gest?o de estoques em hospitais ? de suma import?ncia, pois a interrup??o no abastecimento de materiais e medicamentos pode causar danos irrepar?veis a vidas humanas enquanto o excesso de estoques implica em imobiliza??o de capital. Os hospitais devem utilizar t?cnicas de gest?o de estoques para realizar a reposi??o em intervalos cada vez menores, como forma de reduzir os estoques e o capital imobilizado e, atender adequadamente as demandas dos cidad?os. A gest?o de estoques pode ser um problema ainda maior para hospitais p?blicos, que tem restri??es quanto ao uso de recursos e uma estrutura de decis?o mais burocratizada. Atualmente o Hospital Universit?rio Onofre Lopes (HUOL) utiliza uma pol?tica de reposi??o peri?dica para material m?dico hospitalar e medicamentos, a qual ora implica em reposi??o em excesso, ora em falta de itens. O presente estudo tem como objetivo propor um sistema de reposi??o cont?nua por ponto de pedido para estoques de material m?dico hospitalar e medicamentos para o HUOL. Para tanto, foi feita uma revis?o da literatura sobre Gest?o de Hospitais Universit?rios Federais, Log?stica, Gest?o de Estoques e Sistema de Reposi??o em Hospitais, enfatizando a previs?o da demanda, classifica??o ou curva ABC e sistema de ponto de pedido. E ainda, descreveram-se as pol?ticas de gest?o de estoques atual e proposta, abordando o perfil da institui??o em quest?o, a pol?tica atual de gest?o de estoques e a simula??o de reposi??o cont?nua por ponto de pedido. Para a simula??o, a amostra foi composta por 102 e 44 itens de material m?dico hospitalar e medicamentos, respectivamente, selecionada com o uso da classifica??o ABC de estoques, priorizando os itens da classe A, a qual cont?m os itens mais relevantes em valor agregado, representando 80% do valor financeiro movimentado no exerc?cio financeiro de 2012. Por se tratar de uma organiza??o p?blica, sujeita ?s normas legais, foram realizadas duas simula??es: a primeira seguindo as indica??es para gest?o de estoques da Instru??o Normativa N? 205 (IN 205), da ent?o Secretaria de Administra??o P?blica da Presid?ncia da Rep?blica (SEDAP/PR); e, a segunda, tomando como base a Literatura especializada na gest?o de estoques hospitalares. Os resultados das duas simula??es foram comparados aos do sistema de reposi??o da pol?tica atual. Entre estes resultados, est?o: a indica??o de que o sistema de reposi??o cont?nua por ponto de pedido com base na IN 205 proporciona menores n?veis de estoque de seguran?a e estoque m?ximo, possibilita uma redu??o de 17% no valor gasto para a reposi??o plena dos estoques, ou seja, uma redu??o no valor de imobiliza??o de capital, assim como a redu??o na quantidade em estoque; e, que a simula??o feita a partir da Literatura apresentou par?metros que impedem a aplica??o desta t?cnica para todos os itens da amostra. Ent?o, uma mudan?a na gest?o de estoques do HUOL, com a aplica??o do sistema de reposi??o cont?nua de acordo com a IN 205, proporciona uma redu??o significativa nos gastos com aquisi??o de material m?dico hospitalar e medicamentos

På en alltmer global handelsplats med allt tuffare kundkrav handskas många företag med utmaningar kopplade till flexibilitet. Kunderna vill ha korta ledtider, stora anpassningsmöjligheter och utmärkt service, naturligtvis till ett lågt pris. Ytterligare en dimension av komplexitet adderas när stora koncerner gör förvärv av mindre bolag, vilket gör att koncernen måste säkerställa att även dessa nya förvärv kan möta kundens krav i samma utsträckning.  En lösning på denna problematik återfinns i litteraturen i konceptet logistikplattform. Konceptet innebär att ett företag arbetar med en centralt framtagen resursbas som sedan servar alla delar av företaget på en mer decentraliserad nivå för att kunna möta kundens krav. Fem viktiga byggstenar i en logistikplattform är central styrning, logistiska koncept, fysisk struktur, logistiska processer och aktiviteter samt informationssystem (Abrahamsson, et al., 2003).  I denna studie beskrivs koncernen Kesko, som i Sverige framför allt är aktiv inom byggbranschen och den tekniska handeln, med varumärkena K-Bygg, K-Rauta, Onninen samt Mark & Infra. Där återfinns denna problematik, speciellt kopplat till förvärv och kapaciteten på centrallagret som servar hela koncernen. Baserat på detta har denna studie syftet att utreda hur Kesko kan använda sig av en logistikplattform för att serva de olika varumärkena samt vad användandet får för konsekvens för centrallagret i Pilängen.  Studien fokuserar framförallt på de logistiska koncepten och den fysiska strukturen inom Kesko. De logistiska koncepten har avgränsats till att handla om försörjningskoncepten lagerhållning, kontinuerlig försörjning, leverantörsstyrt lager, cross-docking samt direktleverans och den fysiska strukturen har avgränsats till att hantera lokaliseringsstrategi, lagerstrategi samt transportstrategi.  Baserat på Keskos kunders, leverantörers samt produkters karaktäristik utformas vilka krav detta ställer på en logistikplattformen. Baserat på denna karaktäristik och krav utreds en ideal bild av Keskos logistikplattform i form av försörjningskoncept och den fysiska strukturen. Sedan utreds hur Kesko i nuläget verkligen arbetar med försörjningskoncepten och den fysiska strukturen. Dessa två versioner, den ideala bilden och nuläget, jämförs sedan i en så kallad gap-analys där skillnader utreds för att upptäcka var förbättringspotential finns och vilka förändringar Kesko kan genomföra för att kunna sägas jobba mot konceptet logistikplattform.  Analysen visar att Kesko är på god väg till det som anses viktigt inom konceptet, men att framtiden ställer stora krav på centrallagret och dess kapacitet. De sex gap som identifierades mellan den ideala och nuvarande utformningen och som ansågs påverka kapaciteten på centrallagret var 1) Användandet av cross-docking, 2) E-handelslagrets lokalisering och transportupplägg, 3) Förädlingsstrukturen, 4) Varumärket K-Byggs sortiment på centrallagret, 5) Varumärket Onninens sortiment på centrallagret och 6) Användandet av extern part för säsongslagring. Utifrån dessa gap formulerades åtta stycken förändringsförslag för hur Kesko kan minimera dessa gap och i och med detta gå mot den mer ideala utformningen. Förslagen visade att centrallagret, för att kunna fungera som en resursbas för Kesko i framtiden, troligen behöver en utökning av antalet pallplatser och plockautomatsplatser, en utökning av antalet in- och utlastningsportar samt utlastningsyta. Genom dessa förändringar förväntas centrallagret bli bättre anpassat för att serva de nuvarande varumärkena inom koncernen men även vara bättre förberett för att serva framtida nyförvärv. / In a business environment which is becoming more and more globalized and with continually increasing customer requirements, companies are dealing with flexibility challenges. Customers want short lead times, a lot of customization and excellent service, everything while keeping prices low. Another dimension of complexity is added when large company groups make acquisitions of smaller companies, which means that the company group must ensure that these new acquisitions also can meet the customer's requirements to the same extent.  A solution to this problem can be found in the literature as the concept of a logistics platform. The concept describes a company working with a centralized resource base that serves all parts of the company at a decentralized level in order to meet the customer's requirements. Five building blocks of a logistics platform are central control, logistics concepts, physical structure, logistics processes and activities, and information systems (Abrahamsson, et al., 2003)  This study describes Kesko Sverige, which is a company primarily active in the construction and technical trade, with the brands K-Bygg, K-Rauta, Onninen and Mark & Infra. The problems described above are also found within Kesko, especially regarding acquisitions and the capacity of the central warehouse, which is a warehouse that serves all brands in Kesko Sverige. Therefore, the purpose of this study is to investigate how Kesko can use a logistics platform to serve the various brands and what the use is for the central warehouse in Pilängen.  The study primarily focuses on the logistical concepts and the physical structures within Kesko. The logistics concepts have been restricted to deal with the distribution concepts warehousing, continuous replenishment, vendor managed inventory, cross-docking and direct deliveries, and the physical structure has been restricted to handle location strategy, inventory strategy and transport strategy.  Based on Kesko's customer, supplier and product characteristics, the requirements for the logistics platform are discovered. Based on these characteristics and requirements, an ideal picture of Kesko's logistics platform in the form of distribution concepts and the physical structure is investigated. It is then investigated how Kesko currently is applying the distribution concepts and the physical structure. These two versions, the ideal state and the current state, are then compared in a so-called gap analysis where differences are investigated to discover where there are areas for improvement for Kesko to be considered working towards the concept of a logistics platform.  The analysis shows that Kesko is well on its way to what is considered important in the concept, but that the future places great demand on the central warehouse and its capacity. The 6 gaps that were identified between the ideal and current state and which were considered to affect the capacity of the central warehouse were 1) The use of cross-docking, 2) The e-commerce location and transport arrangements, 3) The physical structure for value-adding services, 4) K-Bygg's assortment at the central warehouse, 5) Onninen's assortment at the central warehouse and 6) The use of external part for seasonal storage. Based on these gaps, eight proposals were formulated regarding how Kesko can minimize these gaps and hence move towards the ideal state. The proposals showed that the central warehouse, in order to work as a resource base for Kesko in the future, probably needs an increase in the number of pallets and places in the automated picking machine, as well as an increased number of loading and unloading ports and an expansion of the unloading area. By making these changes the central warehouse will be better at serving the current brands and the warehouse will also be better prepared to serve future acquisitions.