Customer and Supplier

Services Manager

CONTENTS

1 The Post 2 Main Tasks required of the Post 3 Duties and Responsibilities of the Post

4 Learning and Development Facilities 5 Probationary Periods APPENDIX 1

A1 Person Specification A2 Trust Profile A3 Organisational Structure A4 Divisional Services A5 Health and Safety A6 Equality Impact Statement

POST TITLE: Customer and Supplier Services Manager

POST REFERENCE: 372-HPS1022

BAND: Band 5

ACCOUNTABLE TO: Managing Director

RESPONSIBLE TO: Head of Sales and Customer Services

LINE MANAGEMENT RESPONSIBILITY FOR: Customer Service Operators (x2), Warehouse Operatives (x4) and Warehouse Lead (x1)

BASE: Huddersfield Pharmacy Specials, Acre Mills (But may be required to work elsewhere within the Trust according to the needs of the service)

1. THE POST

1.1 Post Description

The post holder has responsibility for performance and delivery in three key delivery areas of the

business: (1) Customer service inbound call centre (2) Goods inward/outward warehouse facility,

and (3) Production coordination whilst issuing timely reports in the required format to the Head

Sales and Customer Services on either adhoc or agreed daily/weekly/monthly basis.

The post holder ensures compliance to all standard operating procedures designed to comply with

current Good Distribution Practice (CGDP) for pharmaceutical products.

Maintains and oversees effective information and working relationships with internal and external

customers, stakeholders in order to coordinate and ensure on-time delivery of products to end

users.

2. MAIN TASKS REQUIRED OF THE POST

2.1 Main Tasks

Ensures all activities in the department are carried out in accordance with all procedures and

principles of CGDP, in order that both call centre and warehousing functions maintain product

quality and adhere to health and safety whilst maintaining the correct level of staffing at all times

through careful management of absence/leave of subordinates.

Formally log quality complaints to QA Depts providing them with all necessary data/photos in the

complaint log form, allowing QA to issue Quality Investigation Reports to support the claim

resolution process. Act as internal single point of contact for customer complaint issues to HPS

organisation. Ensure completion of corrective and preventive actions arising from deviations relating

to Customer Services and Warehousing deviations within agreed time frames to implement

improvements accordingly to ensure errors are not repeated.

Conduct periodic/annual performance reviews of subordinates in relation to established and agreed

KPIs. Devise training programs for subordinates in line with required needs. Direct, support, coach

and delegate tasks where necessary to achieve the sales targets for sterile/non sterile via the call

centre and promote a positive, respectful and productive work environment. Participate in the

Performance Development Review process.

Ensure all equipment in warehouse is maintained to required standards. Report any equipment

breakdown officially in writing to higher management. Ensure changes to procedures, processes,

equipment, processes are adequately assessed via formal change control process whilst adhering

to HSE and COSHH regulations at all times. Perform all remedial actions arising from the

regulatory audits and inspections by external agencies e.g., MHRA as well as internal audits within

the specified time scales.

Work with production colleagues to ensure the demand profile of required products for our

customers is conveyed clearly and systematically to production departments allowing us to service

the customer orders with the right product at the right time with the right delivery priorities at all

times enabling us to maximise daily sales and minimise back orders as much as possible.

Agree a sales/stock replenishment forecast (demand profile) with production in the last week of the

month for the coming production month. Communicate the production plan with Sales and CS

before the beginning of the new production month allowing information to be conveyed to customers

accurately. Each month provide a report on actual production versus plan and report any variances

that occur so that going forward we can refine the process to ultimately achieve insignificant

variances from plan.

Ensure adequate levels of inventory are maintained at all times; for sterile and non-sterile products;

3 months inventory must be available on stock at all times for smoother running.

Represent the Sales/CS Dept. at weekly production meeting (Tuesdays) and send a summary of

each meeting to Head Sales and Customer Services within 24 hours of such meeting.

Highlight RM limitation issues, Production downtime/maintenance issues, QC throughput issues and

final product availability release date to Sales/CS dept. by amending SYSPRO after the weekly

production meeting.

Work with sales colleagues to ensure and implement complete customer retention tactics in order to

meet the sales budget through the call centre especially for sterile and non -sterile products

Collaborate in all areas of our ERP (Syspro) system to ensure a streamlined efficient and robust

system is in place to support the Wholesaling business and ensure all warehouse personnel follow

the procedure for fast movement of wholesale goods inward and final goods outward without

delays.

Maintain accurate and up to date Syspro customer account records as well as suppliers records

(wholesaling) to ensure zero risk to HPS during transactions.

Drive a continuous improvement culture by continually reviewing the service and implement process

improvements where possible.

Liaises with suppliers to obtain delivery dates for urgent ordered goods, arranges returns of goods

for credit, and reports discrepancies/damages with received goods.

IT Knowledge:

Proficient knowledge and use of Microsoft Office and Outlook

Proficient knowledge of ERP systems, Syspro preferred.

Ensure subordinates are using Salesforce (CRM) on a daily basis to record enquiries and customer

details.

3. DUTIES AND RESPONSIBILITIES OF THE POST

3.1 Clinical Duties

There are no clinical duties required in this post. 3.2 Professional Duties

There are no professional duties required in this post. 3.3 Managerial Duties

Customer Services Staff comprising: Customer Service Operators (x2), Warehouse Operatives (x4)

and Warehouse Lead (x1)

3.4 Financial Duties

There are no financial duties required in this post.

3.5 Other duties

Add supplier invoices to the Syspro system

Archive copy orders and delivery notes.

Assists in the covering of Customer Services and all stores operations on both floors.

Covers the duties of other customer services staff during periods of sickness and absence and undertakes any other reasonable duties..

Complies with Trust and departmental policies relating to security and patient confidentiality ensuring that procedures are carried out in accordance with safe systems of work and current legislation.

3.6 Managing Self

Participate in regular supervision.

Attend all mandatory training.

Participate annually identifying, developing and agreeing your own development plan with your Line Manager using the Trust Appraisal.

Comply with all Trust policies, procedures and protocols.

Carry out duties with due regard to the Trust’s Equal Opportunity Policy.

Seek advice and support from Line Manager whenever necessary.

Maintain professional conduct including appearance at all times.

Ensure maintenance of Professional Registration. 3.6 This job description is an outline only and is not definitive or restrictive in any way. It will be

regularly reviewed and may be amended in the light of changing circumstances following consultation with the post holder.

4. LEARNING AND DEVELOPMENT FACILITIES

There are extensive Learning Centres at both Calderdale Royal Hospital and Huddersfield Royal Infirmary; both centres are equipped with audio-visual equipment. There is also a library at the Calderdale Hospital site with a full range of journals plus intranet and electronic access. In 2015 the Trust invested in a purpose built simulated 2 bed ward at Huddersfield Royal Infirmary which can be altered to be an emergency medicine bay, a theatre/ICU area or a clinic setting. There is also a simulation training room at Calderdale Royal Hospital equipped with control rooms. There are simulation manikins on both site, SimMan 3G, SimMom, SimJunior and SimBaby. All healthcare workers are able

to access relevant training sessions for their role.

5. PROBATIONARY PERIODS

All staff new to the Trust are required to undergo a 6 month probationary period (except medical staff and staff on temporary or fixed term contracts for 6 months or less who are subject to separate arrangements).

All existing Trust staff transferring internally to a new post within the Trust are required to undergo a modified probationary period of 3 months.

APPENDIX A1: PERSON SPECIFICATION – XXXX

REQUIREMENTS

ES

SE

NT

IAL

OR

DE

SIR

AB

LE

Ap

pli

cati

on

Inte

rvie

w

Refe

ren

ce

Qualifications

NVQ level 3 in customer service/manufacturing or equivalent experience E 3 GCSE’s or equivalent including English language and mathematics. Proficient in the use of a PC, including the use of software and systems.

E

GMP/GDP D

Experience

Minimum of 3 years’ experience of within a manufacturing/production/warehouse environment within a sales focused organization. A proven track record of achieving targets within set timescales.

E

Experience in a hospital pharmacy department D

Knowledge/experience of store keeping and stock control. D

Training Relevant modules of the Pharmacy Services NVQ Level 2 or equivalent experience allowed under the Royal Pharmaceutical Society’s grandparent clause.

E

Health and Safety Training D Lifting and Handling Training D

Special Knowledge/ Expertise Demonstrates thorough knowledge of Good Distribution Practice gained through practical experience/in house training.

E

Keyboard skills. E Advanced computer literacy (work processing, spreadsheet and database skills) and basic knowledge of client server systems

E

Practical/Intellectual Skills/Personal Qualities Financial/mathematical aptitude E Able to communicate effectively both verbally and in writing E Training skills E

Health

Able to fulfil the health requirements of the post as identified in the Job Description, taking into account any reasonable adjustments recommended by Occupational Health.

E

General

Must be eligible to work in the UK. E

Ability to work in various locations throughout the network of services provided by Calderdale and Huddersfield NHS Foundation Trust.

E

Able to prioritise workload E Good interpersonal and communication skills. E Able to remain calm and confident under pressure E Practical ability/manual dexterity E Pays attention to detail. E Problem solving ability E Able to motivate and inspire section team. E

Appendix A2: TRUST PROFILE

Calderdale and Huddersfield NHS Foundation Trust is an exceptional place to work with many amazing teams of hard working and dedicated staff, delivering high standards of patient care. We have made significant changes in the way we work to meet the challenges of the changing NHS.

This as an exciting time for our continuing development and we are ensuring that the organisation is fit for purpose by introducing and embedding new skills and behaviours.

Colleague Engagement Strategy

This describes the Trust’s ethos for engaging with staff. The organisation is working with its staff to ref ine its approach and integrate this into everything that we do. It underpins our management development programme

It consists of four Pillars

Calderdale and Huddersfield NHS Foundation Trust became a Foundation Trust on 1 August 2006. The Trust provides 24-hour acute healthcare services to around 435,000 people who live in the two areas served by the Calderdale and Kirklees councils. The Trust also has patients who travel from further afield to access our services. The Trust employs over 6000 people and has an operating income of £360m (2017/18). In April 2011 the provider services from NHS Calderdale (the Primary Care Trust) transferred to the Foundation Trust forming part of the Trust’s strategy to become an Integrated Care Organisation. The Trust’s principal commissioners are Greater Huddersfield Clinical Commissioning Group and Calderdale Clinical Commissioning Group and provides services to 435, 000 people The Trust is part of the West Yorkshire Association of Acute Trusts (WYAAT), a collaborative of the NHS

hospital trusts from across West Yorkshire and Harrogate working together to provide the best possible

care for our patients.

By bringing together the wide range of skills and expertise across West Yorkshire and Harrogate we are

working differently, innovating and driving forward change to deliver the highest quality care. By working

for Calderdale & Huddersfield NHS Foundation Trust this is your opportunity to be a part of that change.

WYAAT is the acute sector arm of the West Yorkshire and Harrogate Health and Care Partnership, one of

the largest integrated care systems in the country. The Partnership’s ambition is for everyone to have the

best possible health and wellbeing, and the work of WYAAT, and each individual trust, supports that

ambition.

A2.1 The Trust Since its formation, the Trust has clearly demonstrated its ability to deliver high quality health services during a time of significant organisational change. This ability is based on a strong and committed workforce and partnership working across the local health community and private sector. Each year the Trust has approximately:

• 110,000 in-patient and day-case admissions • 380,000 out-patient appointments at its hospitals • 130,000 attendances at its Accident and Emergency departments in Halifax and Huddersfield

The Trust provides services across two hospital sites, Calderdale Royal Hospital, Halifax and Huddersfield Royal Infirmary with a total of 870 beds. In October, 2016, proposals for the next, and very exciting phase in the Trust’s history, are being developed. They will create – over the next five years - more centralised care at our Trust in two specialist centres. An emergency care centre with a dedicated paediatric unit will be created at Calderdale Royal Hospital and a specialist centre for planned care will open in a brand new hospital alongside our new Acre Mills Outpatients centre across from the existing Huddersfield Royal Infirmary. The Right Care, Time Place, proposals also include proposals to extend care provided by our teams in our communities together with our partners in social and primary care. A2.2 Electronic Patient Records (EPR)

The Trust, in conjunction with Bradford Teaching Hospital NHS FT, is implementing an electronic patient record system. This is more than a computer system; EPR will transform the way everyone at both Trusts works, making sense of busy, complex health services, analysing information in clever ways and helping to manage many every-day tasks. This system will not only help to treat patients more effectively by giving healthcare staff easier access to up-to-date information, it will also use this information to improve care, and give healthcare staff the tools needed to be safer and more efficient. It would be easy to think of EPR as simply a computer system that takes paper-based health records and stores them digitally. In reality, EPR will bring about a step-change in how healthcare staff work. Health services care for many thousands of patients every day, with different and complex health conditions. Having up to date, accurate information, available to everyone, whenever they need it helps us to offer the best care we can and ensure that patients get the treatment they need. EPR goes beyond being a system for storing information. When patient records are stored on paper, the information can only be understood and analysed by staff reading through all of it every time they see a patient. EPR is capable of taking this information and applying the knowledge, intelligence and experience of a much wider network. This means the system is capable of suggesting plans of care, supporting clinical decision-making and acting as a double-check. In addition to this, it can be a valuable tool in managing the wider healthcare system. EPR can help to manage the flow of patients through our hospitals, helping them respond to increases in demand by identifying where beds are available (or where they might be available tomorrow) and offering insights into how services are used and where they could be more efficient. By drawing on best practice from across the NHS and beyond, EPR could give everyone working in local health services the tools they need to deliver safer, more efficient care. The EPR system chosen by both trusts is called ‘Millennium’ and is supplied by US software supplier Cerner. This system is already used by thousands of healthcare organisations around the world, Homerton University Hospital NHS Foundation Trust, Barts Healthcare NHS Trust and St George’s NHS Foundation Trust.

APPENDIX A3: ORGANISATIONAL STRUCTURE

The Trust is committed to clinicians leading and managing service delivery. All specialties work within a structure of Divisions and Directorates led by Divisional and Clinical Directors who have responsibility and accountability for the operation of clinical services. Leadership development is encouraged and supported at all levels and there are excellent relationships between clinicians and managers throughout the Trust. The Executive Board is the main board where clinical strategy is developed and discussed and where operational activities are agreed. This reports to the Board of Directors via Executive Directors who form part of the Executive Board alongside the Clinical Divisional Directors.

APPENDIX A4: DIVISIONAL SERVICES

The four Clinical Divisions are detailed below along with some of the services that they offer:

Families and Specialist Services

Ante-natal Services Midwifery Services

Community Midwifery Services Paediatric Assessment and Observation

Children’s Assessment Unit Specialist Paediatric Team

Neo-natal Unit ACON

Gynaecology Services Sexual Health & HIV Services

Obstetric Services Family Nurse Partnership

Health Visiting Health Records and Appointments

Continence Infection Control

Radiology (including Medical Illustration)

Health Records and Appointments

Pathology Pharmacy

Infection Control Pharmacy Manufacturing Unit

Medical

Cancer Services Neurology

Respiratory Services Neurophysiology

Gastroenterology Rheumatology

Diabetes Dermatology

Cardiology Rehabilitation Services

Palliative Care Services for Older People

Acute/Emergency Medicine

Surgery and Anaesthetics

Orthopaedics Ophthalmology

Vascular Surgery Ear, Nose & Throat

Upper GI Surgery Colorectal

Breast Surgery Intensive & High Dependency Care

Urology Endoscopy

Maxillofacial Surgery Anaesthetic Services

Chronic & Acute Pain Services Day Surgery and Operating Theatres

Plastic surgery

Community

District Nursing Community Matrons

Therapies Specialist Nurses

Podiatry Health Visiting

Diabetes Virtual Ward

Quest for Quality Initiative Family Nurse Partnership and Children’s Therapy

There is also a separate Corporate Division which provides support services including Workforce and Organisational Development, Finance, Procurement & Supplies, the Health Informatics Service, Planning, Performance Estates & Facilities, Commissioning & Partnerships, the Medical Director’s Office and Corporate Nursing & Risk. Board of Directors

The Board of Directors, led by the Chair, has a responsibility to make sure there is a clear strategic direction for the Trust and that it fulfils its statutory responsibilities in relation to patient care and experience, finance, governance, clinical quality and partnership working. The Board of Directors, in addition to the Chair, comprises six Non-Executive Directors and the following Executive Directors:

Chief Executive – Owen Williams Director of Nursing– Jackie Murphy Director of Finance – Gary Boothby Medical Director – David Birkenhead Director of Workforce and Organisational Development – Suzanne Dunkley

Membership Council

We have a well-established and proactive Membership Council and membership. Both are a vital link with the local community. The Membership Council has several statutory responsibilities including the appointment and termination of Non-Executive Director roles via the Nominations Sub Committee; setting the remuneration for Non-Executive Directors via the Remuneration Sub Committee; the appointment of the External Auditors and approval of the Trust’s Annual Plan. The Board of Directors and the Membership Council work closely together to shape future plans for improved patient care and experience and to deliver governance processes of the highest order.

APPENDIX A5: HEALTH AND SAFETY

All medical and dental staff employed by the Trust are expected to comply with Trust Policy and management instruction with regard to Health and Safety and to Fire Prevention and, in particular to anything that endangers themselves or others.

A5.1 Healthcare Associated Infection

Healthcare workers have an overriding duty of care to patients and are expected to comply fully with best practice standards. You have a responsibility to comply with Trust policies for personal and patient safety and for prevention of healthcare-associated infection (HCAI); this includes a requirement for rigorous and consistent compliance with Trust policies for hand hygiene including the ‘naked below the elbow’ approach, use of personal protective equipment and safe disposal of sharps. Knowledge, skills and behaviour in the workplace should reflect this; at annual appraisal you will be asked about the application of practical measures known to be effective in reducing HCAI. The Trust has the responsibility of ensuring that adequate resources are available for you to discharge your responsibilities.

A5.2 Safeguarding

The Trust has in place both a Safeguarding Children Policy and a Safeguarding Adults Policy in line with national legislation. The Safeguarding Policies place a duty upon every employee who has contact with children, families and adults in their everyday work to safeguard and promote their welfare. In the event that you have concerns about possible harm to any child or adult you should contact your line manager immediately or in their absence your Assistant Divisional Director. Out of hours contact should be made with the on-call manager through switchboard. The Trust has nominated Safeguarding Leads who act as contact points for support and advice if concerns are raised about a child or adult’s welfare. These individuals can be reached through switchboard during office hours by asking for the Named Professionals for Safeguarding Children or Adults respectively. The policies and procedures described below are located on the intranet and internet site and you should ensure you are aware of, understand and comply with these. In addition the Trust will publicise and raise awareness of its arrangements and provide appropriate resources and training.

CHFT Safeguarding Children Policy

Safeguarding Board Procedures for West Yorkshire (www.calderdale-scb.org.uk or www.kirklees.gov.uk/safeguarding)

CHFT Safeguarding Adults Policy

CHFT Procedure for Managing Allegations Against Staff

APPENDIX A6: EQUALITY IMPACT STATEMENT

Calderdale and Huddersfield NHS Foundation Trust aims to design and implement services, policies and measures that meet the diverse needs of our service, population and workforce, ensuring that none are placed at a disadvantage over others. We therefore aim to ensure that in both employment and services no individual is discriminated against by reason of their gender, gender reassignment, race, disability, age, sexual orientation, religion or religious/philosophical belief, marital status or civil partnership.