E-DRUG: Pharmaceutical supply chain management courses (2)
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We have been following with interest the discussion on skills building for
pharmaceutical supply chain management in developing countries. Bonface
Fundafunda suggests providing a holistic training approach that covers
pharmaceutical supply management across board as opposed to running disease
specific training programs. In support of the statement above Atieno Ojoo
challenges organizations such as WHO, MSH, and others to come up with an
updated standard pharmaceutical management training package. Ojoo also
suggests that organizations such as those above spearhead the
implementation of such training courses. Professor Rob Summers goes further
and discusses the pros and cons of long versus short courses.
Following on from the issues raised above, an area that warrants further
discussion is that of implementation strategy. Over the past few years a
number of pharmaceutical personnel in developing countries have been
trained on various aspects of pharmaceutical supply management, including
training of trainersÂ’ (TOT) courses. A number of the personnel who have
benefited from such courses are capable leaders & academicians in their own
countries and communities. For sustainability and continuous quality
improvement it is important to empower local institutions to spearhead
in-country training courses (both short and long courses). Over the past
few years MSH has been working with academic institutions in Uganda, Kenya,
Tanzania, Rwanda, and Ethiopia to build the capacity of these institutions
in pharmaceutical supply management. A number of activities including,
conducting assessments, curriculum development, development of training
materials, and running TOTs have been conducted to date.
Once they have acquired the necessary skills local institutions can
efficiently and effectively conduct pharmaceutical management training
courses in-country. This eliminates the need to travel for long periods of
time to attend such courses abroad. A local approach also reaches more
healthcare workers in-country, and rationalizes expended resources. The
role of the actual training need not be limited to academic institutions.
Experienced practioners in various facilities can be used as resource
persons. So, there is need for academic institutions to work with
ministries of health, faith based organizations and other relevant
organizations involved with the day to day management of pharmaceuticals to
build in-country skills. In Uganda for example, Makerere University works
with the MOH, NACP, WHO, and several FBOs.
To sum up, academic institutions in developing countries should take a more
proactive and leading role in building skills for pharmaceutical
management. Locally based programs can be tailored to suit specific country
needs; are less resource intensive, can reach more marginalized
communities, and are usually sustainable.
Lloyd Matowe, MSH/RPM Plus Program,
Paul Waako, Head,
Department of Pharmacology & Therapeutics,
Makerere
University, Uganda.
lmatowe@msh.org