Our Strategy
SANBS strategy 2025-2030:
‘Serving with Heart’ and
building a better future
Our Strategy
SANBS strategy 2025-2030: ‘Serving with Heart’ and building a better future
Supply Chain Optimisation
Efficient management of blood and consumables is essential. We plan to enhance how we manage, store, and distribute consumables and blood products so that they are always available when needed. This will involve reducing stockouts and improving efficiency and logistics, as well as exploring local sourcing options.
Strategic objectives
- Optimise the management, procurement, storage and distribution of consumables and goods
- Optimise the management, storage and distribution of blood products
- Develop and implement a strategic supplier relations programme aimed at maximising operational efficiencies
Key initiatives
- Investigate the potential to switch delivery from the warehouse to direct vendor deliveries to the point of use
- Investigate local supply potential for some of the currently imported materials
- Investigate sourcing promotional/commitment gifts from partners or supply channels that do not require bulk stock staging /storage at the warehouse
Metrics for success
- Reduction in total area required to keep essential stock (reduction of warehouse footprint)
- Reduction in transport costs for the current direct to site materials
- Improved blood stock management across the blood value chain
- Optimum/improved mix of logistics (national couriers, local couriers and SANBS fleet) with logistics efficiencies and cost savings
- Formal implemented integrated supplier management strategy
Connecting Patients and Products
With the help of technology, we want to improve the delivery of blood to patients in need. Streamlining processes in our patient-facing labs will help speed up service delivery and improve turnaround times. Further digitising our procedures will enhance communication and interactions with healthcare professionals, ensuring timely access to blood products.
Strategic objectives
- Optimise internal processes in patient facing labs to enhance service delivery
- Harness technology by implementing BECS phase 2 and incorporating a technology platform to digitalise processes
- Engage with stakeholders and implement a differentiated strategy for product and services
Key initiatives
- Optimise internal processes in patient-facing labs to enhance service delivery
- Engage with stakeholders and implement a differentiated strategy for products and services
- Procure external consultant for predictive analytics
- Onboard and develop the questions you want answers for
Metrics for success
- Improved turnaround time from blood requisition to delivery of blood
- Zero blood bank errors
- No stock out of products
- No alternative product issued
- Increased use of leucodepleted5-pool buffy coat platelets
Fit-for-Purpose Workplace and Workforce
Creating a safe and engaging workplace is vital for our staff's productivity and job satisfaction. We will continue to invest in leadership development, skills training, and employee wellness programmes to support our team. Implementing SAP SuccessFactors will modernise how we manage our workforce more effectively.
Strategic objectives
- Create a safe, engaging, and efficient workplace
- Employee experience
- Strategic Workforce planning
- HCM Technology Integration through the implementation of SAP SuccessFactors
Key initiatives
- Employee experience
- Implement refreshed wellness programmes
- Implement a revised approach for recruitment and onboarding
- Implement pilot of process mapping in BB
HCM Tech. Integration via SAP SuccessFactors
- SAP SuccessFactors Implementation
- Preparation for the technology solution in FY 25/26
Strategic Workforce planning
- Conclude divisional plans
- Implement succession planning
- Implement Supervisory development
- Implement leadership development
- Implement Grow our Own
Metrics for success
- Use of regular internal platforms for feedback loops
- Improve customer satisfaction level
- Improved turnaround time for recruitment and onboarding