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Product Advisory Council (PAC) / Supply Chain Advisory Council (SCAC)

Bldg. 31, 6th floor, C Wing, Room 7 15 April 2015 10:00 a.m. till 12:00 PM

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Agenda10:00 – 10:15 Opening Remarks: Mr. Gary Marquez

10:15 – 10:25 Purpose of Charter: Mr. Gary Marquez

10:25 – 10:35 Purpose of Representatives: Mr. Gary Marquez

10:35 – 10:50 Old / New Business: Mr. Gary Marquez

10:50 – 11:15 Spending and The 3 C’s: Mr. Gary Marquez

11:15 – 11:30 POTS Update: Mr. David Johnson

11:30 – 11:40 Marketing Mr. Josue Gonzalez

11:40 – 12:00 Questions and Answers – Mr. Gary Marquez

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The primary function of the Product Advisory Council (PAC) / Supply Chain Advisory Council (SCAC), is to obtain your advice on the products you want / need to be stocked in the Supply Center. These meetings are a great way to validate and ensure our product direction is in sync with our customers' technology and business plans. Your input is invaluable as it contributes to a portfolio that can truly support the NIH research community.

Purpose

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The IC representatives play a key role in our Supply Chain Due Diligence. The Service Representative acts as the liaison between prescribers, patients, and pharmacy operations in order to maintain and cultivate business in support of the Supply Center. Supporting by soliciting feedback on new initiatives, surveys, disseminating new product information, the IC Representative promotes Supply Centers service offerings to ensure that the IC’s and service agencies are aware of the value-added benefits of the Supply Center. The IC Representative also resolves any service concerns and relays potential opportunities to leadership.

Purpose of IC Reps

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Old Business• Talked about some new items such as a MPW boxes, Lab Coats,

Sit to Stand. Discussed process for ensuring items are in the store and how we respond to stocking the appropriate product the customers ask for.

• Customer satisfaction ratings were discussed with emphasis on how we improve only by customer feedback.

• Encouraged people to visit the stores to see the new changes

• Discussed the Supply Center performance matrix and how we have improved on filling backorders and zero balances.

• Provided an overview of how our customers can increaser their ordering capability.

• Customer Service (Linda) still the right POC for issues regarding backorders

• Discussed how the Inventory Managers were assigned different categories.

• Enzymes – available in SSS 10 and GDC

• Addressed WEB Site and Catalog changes

New Business• Inform the group of the upcoming drop in Sur-Charge

from 22% to 20%

• Provide an update on where we are with the NBS Images

• Discuss the Intelligent Vending initiative

• Give an introduction and where we are with the POTs migration

• Magazine

• NBS Training Video

• IC Sales interface

• Contingency Stock initiatives

• CAN Card replacement

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IC Spending SummarySales Forecast by IC - FY2015 Total Sales by IC - FY2014

IC NIHSC Sales SSS Sales Total Sales % of Sales $ % IC NIHSC Sales SSS Sales Total Sales % of SalesBlank $79,551.78 $79,551.78 0.53% $79,551.78 100.00% 1 Blank $0.00 0.00%

CC $333,631.22 $254,286.03 $587,917.25 3.94% ($121,386.19) -17.11% 2 Blank $0.00 0.00%

CIT $18,243.73 $7,042.13 $25,285.86 0.17% ($6,506.10) -20.46% 3 CC $466,898.83 $242,404.62 $709,303.44 3.55%

CSR $25,692.45 $0.00 $25,692.45 0.17% ($13,662.81) -34.72% 4 CIT $15,621.65 $16,170.32 $31,791.96 0.16%FIC $0.00 $0.00 $0.00 0.00% $0.00 0.00% 5 CSR $39,355.26 $39,355.26 0.20%

JEFIC / FIC $4,058.56 $4,200.78 $8,259.34 0.06% ($5,060.24) -37.99% 6 FIC $3,502.37 $9,817.21 $13,319.58 0.07%

NCATS $209,030.53 $5,173.67 $214,204.20 1.43% ($27,659.59) -11.44% 7 NCATS $233,761.82 $8,101.96 $241,863.79 1.21%

NCCAM $7,836.39 $28,226.45 $36,062.84 0.24% ($13,320.49) -26.97% 8 NCCAM $8,671.50 $40,711.82 $49,383.33 0.25%

NCI $1,764,802.63 $1,542,880.67 $3,307,683.30 22.14% ($840,433.67) -20.26% 9 NCI $2,667,025.45 $1,481,091.52 $4,148,116.97 20.74%

NEI $206,279.84 $219,303.53 $425,583.37 2.85% ($66,260.77) -13.47% 10 NEI $278,936.65 $212,907.49 $491,844.14 2.46%

NHGRI $200,125.13 $212,834.77 $412,959.90 2.76% ($182,658.71) -30.67% 11 NHGRI $357,788.64 $237,829.97 $595,618.61 2.98%

NHLBI $439,184.34 $743,248.41 $1,182,432.75 7.92% ($316,799.25) -21.13% 12 NHLBI $699,349.75 $799,882.25 $1,499,232.00 7.50%

NIA $104,539.02 $4,534.10 $109,073.12 0.73% ($110,811.86) -50.40% 13 NIA $210,840.47 $9,044.51 $219,884.98 1.10%

NIAAA $130,527.11 $37,744.71 $168,271.82 1.13% ($30,397.48) -15.30% 14 NIAAA $168,682.49 $29,986.81 $198,669.30 0.99%

NIAID $1,648,526.50 $888,095.86 $2,536,622.36 16.98% ($1,275,402.45) -33.46% 15 NIAID $2,841,451.58 $970,573.23 $3,812,024.81 19.06%

NIAMS $141,044.46 $319,017.10 $460,061.56 3.08% ($51,676.63) -10.10% 16 NIAMS $157,312.87 $354,425.32 $511,738.19 2.56%

NIBIB $25,010.84 $98,269.18 $123,280.02 0.83% ($32,918.39) -21.07% 17 NIBIB $28,894.50 $127,303.92 $156,198.41 0.78%

NICHD $419,913.73 $642,323.56 $1,062,237.29 7.11% ($429,642.68) -28.80% 18 NICHD $845,148.69 $646,731.28 $1,491,879.97 7.46%

NIDA $118,572.76 $1,816.57 $120,389.33 0.81% ($69,908.14) -36.74% 19 NIDA $187,681.64 $2,615.83 $190,297.47 0.95%

NIDCD $83,073.27 $60,582.91 $143,656.18 0.96% ($43,528.36) -23.25% 20 NIDCD $103,237.86 $83,946.68 $187,184.54 0.94%

NIDCR $233,564.59 $262,275.94 $495,840.53 3.32% ($153,575.94) -23.65% 21 NIDCR $383,330.37 $266,086.10 $649,416.47 3.25%

NIDDK $425,177.31 $859,013.47 $1,284,190.78 8.60% ($442,715.98) -25.64% 22 NIDDK $675,076.94 $1,051,829.82 $1,726,906.76 8.64%

NIEHS $177,568.29 $7,528.32 $185,096.61 1.24% ($92,894.98) -33.42% 23 NIEHS $270,139.47 $7,852.13 $277,991.59 1.39%

NIGMS $13,931.59 $90.87 $14,022.46 0.09% ($1,959.28) -12.26% 24 NIGMS $13,993.90 $1,987.84 $15,981.74 0.08%

NIMH $155,278.10 $176,054.84 $331,332.94 2.22% ($119,679.22) -26.54% 25 NIMH $265,886.72 $185,125.43 $451,012.16 2.26%

NIMHD $11,318.77 $9,135.20 $20,453.97 0.14% ($13,926.45) -40.51% 26 NIMHD $7,498.08 $26,882.34 $34,380.42 0.17%

NINDS $405,664.48 $314,421.79 $720,086.27 4.82% ($137,254.61) -16.01% 27 NINDS $505,527.28 $351,813.61 $857,340.88 4.29%

NINR $3,064.16 $33,317.86 $36,382.02 0.24% $3,931.39 12.11% 28 NINR $3,959.96 $28,490.67 $32,450.63 0.16%NLM $0.00 $9,843.74 $9,843.74 0.07% $5,782.07 142.36% 29 NLM $12.99 $4,048.68 $4,061.67 0.02%

OD $158,430.37 $159,347.42 $317,777.79 2.13% ($259,080.32) -44.91% 30 OD $274,312.98 $302,545.14 $576,858.11 2.88%

ORF $5,695.32 $43,441.88 $49,137.20 0.33% ($13,383.78) -21.41% 31 ORF $9,981.23 $52,539.75 $62,520.98 0.31%

ORS $346,554.34 $98,170.41 $444,724.75 2.98% ($275,330.19) -38.24% 32 ORS $658,504.28 $61,550.66 $720,054.94 3.60%

Total $7,816,339.83 $7,121,773.95 $14,938,113.78 100.00% ($5,058,569.32) -25.30% Total $ 12,382,386.22 $ 7,614,296.88 $ 19,996,683.10 100.00%

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Price Competitiveness

Includes Surcharge

NSN ITEM NIH SC OTHER VENDORS SAVINGS

OFFICE SUPPLIES

7045-00-L05-5520 Evolution, Power Supply Charger $26.64 $34.99 $8.35

7510-00-L05-2453 Wizard Wall System $67.10 $76.00 $8.90

7045-00-L05-4598 Fellowes, Palm Support Gel Glide $16.78 $28.99 $12.21

7045-00-L05-4595 Fellowes, Wrist-Rest Plush Touch $14.58 $23.99 $9.41

LAB SUPPLIES

6640-00-L01-3001 Gobson, Pipetman Tips, D1000 $46.97 $57.00 $10.03

6640-00-L01-3002 Gobson, Pipetman Tips, D200 $44.51 $54.00 $9.49

6640-00-L01-3003 Gobson, Pipetman Tips, DL10, 0.1-10ul $52.75 $64.00 $11.25

6640-00-L01-3005 Gobson, Pipetman Tips, DL10, 0.1-20ul $52.75 $64.00 $11.25

6640-00-L01-3006 Gobson, Pipetman Tips, DF200ST, 20-20ul $78.87 $97.00 $18.13

6640-00-L01-3007 Gobson, Pipetman Tips, DF30ST, 20-200ul $78.87 $97.00 $18.13

MEDICAL SUPPLIES

6640-00-L01-2198 Benchmark Scientific, Digital Hotplate stirer $269.44 $339.00 $69.56

6640-00-L01-2199 Benchmark Scientific, PlateFuge Microplate MicroCentrifuge $498.82 $649.00 $150.18

6640-00-L01-8185 Greiner Bio-One, CELLSTAR EASYtrainer, Cell Strainers, 40um $97.60 $147.60 $50.00

6640-01-L01-8186 Greiner Bio-One, CELLSTAR EASYtrainer, Cell Strainers, 70um $97.00 $152.06 $55.06

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Convenience

O Typically it takes 125 minutes for P-card purchasesO 30 Minutes for CAN card O 10 Minutes for NBS purchaseO 10 Minutes POTS

Customer Service

Customer Contact(s) Sonia CalcagnoI contacted Linda to find out how to order supplies from the Supply Center warehouse. She was very friendly and helpful! She walked through the steps and sent me the supply catalog to expedite the ordering process. She is wonderful in her customer service role and a pleasure to work with.

Customer Contact(s) Alisha SuttonLinda was very helpful and was able to quickly respond to my request within the same day.Great customer service and much appreciated.

Customer Contact(s) Doreen QuimbyOutstanding customer service!! I was able to get my rush problem solved in a few hours.Very pleasant to work with and reinforces your efforts to improve Self Service Store ordering. Greatly appreciated.

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NIH SC POTS

Phase 1

Background:

In order to improve supply center sales, The NIH Supply Center determined a need to allow NIH ordering Application Purchasing Online Tracking System (POTS) to give users the option of ordering directly from the Supply Center Self Service Stores. The user will have the option to search for supplies, see on and quantity (not real time), and submit an order, with the option of pick up or delivery.

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Vision for 2016 and the future • New Point of sale application• Surcharge reductions• Intelligent Vending

Marketing

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Intelligent Vending

Intelligent Vending Offers the NIH Community:• Convenience • Availability• Improved Controls

Requirements:• Test one machine – proof of concept – 6 to 12 months• Research location (B37) for right assortment of

products• Request and obtain building permits • Electrical installation & Internet connection• Interface to either AS400 or NBS• CAN Card capable

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Closing Remarks / Questions