Our Capitals
Our relationship capital: Engagement with stakeholders to build meaningful relationships
Our Capitals
Our relationship capital: Engagement with stakeholders to build meaningful relationships
Prescribers of blood
Progress with improvement initiatives
On track
Progress could be delayed
Improvement initiatives delayed
No specific improvements identified
Doctors and nurses
Stakeholder needs, interests & expectations
- Timely availability of safe and sufficient blood and related services
SANBS response
- Continued customer engagements to meet requirements
- Delivery of right product at right time
- Research and development to improve donor and patient care
- Accurate demand planning
- Driving PBM in South Africa
- Clinical guideline development
- PBM short learning programme development
Engagement channel
- Hospital transfusion committees
- Webinars
- In-person meetings
- Written communication
- WhatsApp groups
Frequency of engagement
- Weekly
Improvement initiative progress
- On track
Status of current engagements
- 8495 HCWs were trained in two-way real-time activities, compared to 3228 in Q1 of 2024/25. This increase is due to the Friday webinar "Best Practice" lecture series, which had 4748 attendees in Q1, compared to 412 in 2024/25
- Various teams in SANBS manage several WhatsApp groups for near real-time communication
- Work continues on establishing and supporting Hospital Transfusion Committees across all major blood utilisation hospitals
- Presented on PBM at the June Anesthetists Congress, attended mainly by private-sector anesthetists
Metrics used to measure quality of relationships
- PBM discussion platforms
- One-unit-at-a-time issues
- Discussion platforms
- Publications
Strategic pillar(s) impacted
Strategic risk(s) impacted:
Strategic suppliers
Stakeholder needs, interests & expectations
- Long-term commitments
- On-time payments
- Collaborative relationship
- Performance feedback
SANBS response
- Provide an excellent supplier experience
- Critical vendor list
- Procurement plan to address B-BBEE
- Flexible procurement and strategic partnership
- Contract management
- New procurement framework and updated procurement procedures
Engagement channel
- In-person
- Virtual
Frequency of engagement
- Quarterly
Improvement initiative progress
- On track
Status of current engagements
- Updated procurement procedures to increase efficiency
- Long-term contracts have been successfully secured with key suppliers
- Close collaboration with the Finance team has improved efficiency in processing payments for goods and services
- Monthly performance reviews continue to focus on critical and high-spend suppliers
- Feedback from workshops and review meetings supports strong supplier relationships and helps maintain high service levels
- Level 3 B-BBEE achieved
Metrics used to measure quality of relationships
- Supplier engagement survey (Top 20 suppliers)
- Key performance indicators are:
- Cost of doing business
- Customer satisfaction and feedback
- Flexibility and ease of doing business
- Quality of service
- Partnership
Strategic pillar(s) impacted
Strategic risk(s) impacted: