Supply Chain Options Analysis: PMTCT Option B+, Family Planning, Maternal, Newborn, and Child Health Commodities

The strategy includes elimination of mother-to-child transmission of HIV by 2015. A national facilities survey conducted in 2012 revealed that PMTCT guidelines were available at less than 50% of the health facilities surveyed. On average, 12.3% of health facilities, mostly in Southwest, Northwest, Littoral, and Center regions, were following the new PMTCT guidelines adopted in 2010. Of health facilities, 46.8% (864/2,096) were providing HIV testing, prophylaxis, and antiretroviral treatment (ART) for HIV seropositive pregnant women. Unmet needs for ART for HIV-positive pregnant women varied from 53% to 66%. Among the 6,111 health care providers surveyed, only 55% were trained in PMTCT service provision. The average acceptance rate for HIV testing among pregnant women was 88% with higher rates observed in the regions of Adamawa, Centre, Littoral, Southwest, and West. The national strategy to scale up prevention of mother-to-child transmission (PMTCT) Option B+ is outlined in Annex 5. This strategy aims to increase access to PMTCT services and reduce the transmission of HIV from mother to child. The strategy includes the provision of antiretroviral medicines, HIV testing, and prophylaxis for HIV seropositive pregnant women. The goal is to eliminate mother-to-child transmission of HIV by 2015. The Systems for Improved Access to Pharmaceuticals and Services (SIAPS) Program is a key partner in implementing the national strategy to scale up PMTCT Option B+. The SIAPS Program aims to improve the availability of quality pharmaceutical products and effective pharmaceutical services to achieve desired health outcomes. The program has identified several key areas for improvement in the supply chain management of PMTCT Option B+ commodities, including warehousing costs, transportation costs, return on assets, inventory turnover rate, storage capacity, total supply chain cost, logistics costs, and waste management. The SIAPS Program has conducted a supply chain options analysis to identify the most cost-effective and efficient options for managing the supply chain of PMTCT Option B+ commodities. The analysis considered several options, including the use of private logistics service providers, the establishment of a central medical store, and the implementation of a logistics management information system. The analysis also considered the costs and benefits of each option, including the costs of warehousing, transportation, and inventory management. The results of the supply chain options analysis are presented in the report. The analysis identified several key findings, including the need for improved storage capacity, the importance of efficient inventory management, and the potential benefits of using private logistics service providers. The report also presents several recommendations for improving the supply chain management of PMTCT Option B+ commodities, including the establishment of a central medical store, the implementation of a logistics management information system, and the use of private logistics service providers. The report also discusses the importance of human resources for logistics management, reverse logistics and pharmaceutical waste management, regulation and policies that affect the supply of HIV and AIDS commodities, supply chain management integration and collaboration, patient safety, and security measures in the supply system. The report also presents the performance of the public health supply system and the capacity of private logistics service providers. The SIAPS Program has identified several key areas for improvement in the supply chain management of PMTCT Option B+ commodities, including the need for improved storage capacity, the importance of efficient inventory management, and the potential benefits of using private logistics service providers. The program has also identified several recommendations for improving the supply chain management of PMTCT Option B+ commodities, including the establishment of a central medical store, the implementation of a logistics management information system, and the use of private logistics service providers.