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Optimasi Biaya tanpa
mengurangi kualitas
IAI PIT 2017
Banten
Pre Agusta Siswantoro
Efisiensi Industri Farmasi di era JKN
Learning Outcome
• Mengetahui sekilas tentang JKN- BPJS
• Memahami pengaruh JKN terhadap industriFarmasi
• Memahami cara2 optimasi biaya agar industri“survive”dan berkembang di era JKN-BPJS
Economy(GDP growth)
Political(JKN _BPJS)
Regulation(cGMP)
Trends that will impact the Pharmaceutical Industry: Indonesia
•GDP Growth• Indonesia economy is
expected to growth +/- 6%• Indonesia healthcare spending
projected 2.7-5% of GDP• Pharma market growth 10.7% by
2017• Asia harmonization
implementation• Implementation of
universal coverage (BPJS) to all citizen
• Increasing pressure for good and clean government
• BPOM following PIC regulation for GMP implementation
All Citizens of Indonesia (UUD 45 ps. 28 & 34)
Who has the right to get SJSN?
TOTAL POPULATION = 234.18 MIO
46 %
54 % of Indonesia population without health insurance coverage
Existing Healthcare Insurance Coverage
54 %
Scenario : Jan 2014 : start and done 2019
Market obat2 untuk common diseases akanterjadi commoditizationMarket share obat2 generik akan terusmeningkat (2014 :13.8% 2020 :20%)Pengembangan produk dengan added value menjadi pilihan ke depan (Orphan drugs, Biology, DDS, Vaccine )
Layanan kesehatan
Profesi kesehatan
Industri Farmasi
Fasilitas kesehatan baik pemerintah maupun sebagian besar swasta akan ikut dalam program JKNCOB & OPE menjadi pilihan pada private sector untuk menjaga sustainabilitynyaChallenge di profitability outletPrimary care akan makin berkembang terkait perbaikan JKN
Pada layanan kesehatan yang menerima JKN, terjadi load pelayanan pasien yang tinggi, namun terjadi penurunan/peningkatan incomePilihan obat possibility ke low cost product
Pasien
Pasien lower segment danchronic disease menikmatilayanan JKNSaat ini upper level masihberobat seperti semula (OPE)
Diduga Peran asuransi swastaakan makin meningkat jika adaimplementasi yg jelas dari JKN untuk layanan COB & TopUpmarket
Private insurance
Pengaruh JKN-BPJS terhadap Industri
kesehatanIndonesia
Konsep BPJS dengan pembayar Tunggal
PendudukRI
BPJSKes
DPU, DK, Klinik, Puskesmas
RSUD, Dr Spesialis,
RS Pusat Rujukan
PemerintahAPBN/APBD
Iuran Wajib % gaji dan Nominal
SubsidiIuran
RU
JUK
AN
Melayani
Obat-MD
Obat-MD
Impact SJSN
• PESERTA SJSN (penduduk RI)– Pengobatan Gratis
– Ada iuran bulanan
– Sistem pelayanan Kesehatan diatur (sistem rujukan)
• PROVIDER SJSN (Industri dan Distributor Framasi
– Volume penjualan bertambah banyak
– Harga”dikontrol”
– Margin mengecil
Kondisisebelum JKN
2015 2019
Non JKN/ BPJS
JKN/BPJS
• Innovative products, biosimilar, biology products, etc
• Special Product for Private Insurance
• M&A
•OGB •Common Dissease•Brandedd Generic(Increased in Volume)
dampak JKN/BPJS terhadap Industri Farmasi
Current condition
Strategy Scenario
Maintaining % Profitability
New Business Landscape
•High Margin-high Price•Low Volume•Innovative Product•Special/High tech•Out-pocket•Negotiating
Non JKN/BPJS JKN/BPJS
•Low Margin-Low Price•High Volume•Generic Product•Mass Production•Goverment Insurance•Bidding/ e Catalog
200Pharm Co.10 – 20% 80 – 90%
Shifting Strategyto Efficient Generic Drug Comppany
• Product Port folio
• Marketing strategy
• Production strategy
Strategic Initiative
• Improve Sourcing of Raw Material
• Infra structure Optimizing
• Process Efficiency– Shortend lead tie
– Reduce Inventory cost
Raw Material
Cost &
Availability
Process Efficiency
Production Process of Pharmaceuticals
Infra-Structure
Optimizing
Provide Good Quality
Product, Affordable in
acceptable price
E-catalogBidding
Lowest PriceWin all
Strict QualityStandard
from BPOM/MOH
Optimizing COST &Maintaining High Quality
Products
Challenges – HOW ? Alternatif:SCM
BPJS product supply
• Optimasi COGS– Raw material Cost– FOH Cost
• Manage Inventory Cost
1.Incr.Volume
2.Incr. Price
3.New Prod.Mix Sales
Fixed
Cost
Variable
Cost
Profit Margin
People
Asset (deppr)
Total CostRp
Unit0
Operational
Excellent in
SCM
Cost Reduction
2.Direct Labor
3.Direct Energy
RM-PM
Marketing And sales
cost
Reduce :•COGS•Inventory Cost•Transportation Cost
Mengoptimalkan Biaya tanpamengorbankan Kualitas
• Optimasi COGS
– Raw material Cost
– FOH Cost
• Optimasi Inventory Cost
– NOC (nett Operatring Capital)
– DOI + DOAR – DOAP
Critical Aspects of API – Raw Material :
Quality of Product start with quality of Raw material- API
QUALITY
SUPPLY
COST
EFFICACYSAFETY
ISSUE IMPACT
• Sub-Potency• Super-Potency• Impurities• Contamination
High- Price Affordability
Limited Source/supply Availability
OPTIMASI BIAYA BAHAN BAKU
High Risk
High Value
Low Risk
High Value
Low Risk
Low Value
High Risk
Low ValueHigh Risk
High Value
Low Risk
High Value
Low Risk
Low Value
High Risk
Low ValueAnalysis of
Supply Markets
PARETO Analysisof Materials
(based on value)
SLA & VMI
Vertical Integration
Strategic(High Risk,High Value)
“Squeezing”
Aggregation of orders
‘VMI’
Leverage(Low Risk,
High Value)
Modifying demandrequirement
Holding emergency stockLong-term contract
Bottleneck(High Risk,Low Value)
Routine(Low Risk,Low Value)
Centralized
Long-term contract
– Negotiation Strategy base onRisk Value Analysis
OPTIMASI BIAYA BAHAN BAKU
Lean Factory Approach
Cost Effectiveness
Optimize Lead time
• Kaizen + Lean Manufacturing
– Eliminate Inefficiencies
• Better utilized Input
• Reducing Cost,
• Improving cycle time / Lead time
OPTIMASI BIAYA FOH
OEE : Overall Equipment Effectiveness
Ok, cukup jelas!
Apa saja komponen
OEE ?
Productivity measurement OPTIMASI BIAYA FOH
OEE dapat dijaga dengan
• Desain Pabrik yg optimum
– System batch atau dedicated
• Pemilihan dan investasi mesin yang tepat
Computerized System, assure weighing processfree from mistakes, such as wrong materialweighted or wrong quantity of material weighted.
Logistic
Net Operating Capital
(DOI) (DOAR) (DOAP)
The best way to Reduce NOC is reducing Days of Inventory.Reducing DOAR will impact on competitionIncreasing DOAP will impact on Company image
OPTIMIZING INVENTORY
+ -
Synchronized Planning – VMI
Managing Inventory
RM-PM WIP finished Good
SLA
VMI
Lean
Manuf
Improved
lead time
Improve
Forecast &
More frequent
delivery
OPTIMASI NOC
Penutup
• Penerapan SJSN/BPJS1 akan meningkatkan secarasignifikan volume penjualan Obat (in unit) denganharga yang Murah
• Memaksa Industri farmasi untuk bekerja efisienagar bisa bersaiang dalam lelang e-Catalog
• Harga murah tidak boleh dengan penurunanMutu sehingga perlu penghematan pada cost ygtidak bersinggungan dengan mutu: (Inv Cost, Transport Cost, dll)
• Diharapkan Keluhan masyarakat tentang hargaobat terasa mahal akan berkurang.
Excellence Execution
Profile
Drs Pre Agusta Siswantoro, Apt , MBA
Education Background
Pharmacy Graduated, Gadjah Mada University, 1985
WM 16 (1986), MBA Graduated in IPPM Jakarta, 1992
WORKING EXPERIENCES
1. R&D - Production manager , PT PRAFA, 1987 - 1992
2. Production Manager- Assisten Director R&D, PT KALBE FARMA, 1992-2000
3. Plant /Manufacturing Director PT BINTANG TOEDJOE, 2000- 2008
4. Corporate R&D Director KALBE FARMA 2006 -2008
5. Director of PT Global Chemindo Megatrading (GCM)- Raw Material Trading, 2011- 2014
6. Director Logistic PT Enseval PM Tbk . 2013 -2015
7. Supply Chain Director KALBE Group 2008 – 2015
8. Manufacturing Director Kalbe (pharma division) 2015 - present
OTHERS
1. Jury of “ Indonesia’s Innovation” organized by BIC and KNRT, 2008 – present
2.Wakil Ketua, Pengurus Pusat, IKATAN APOTEKER INDONESIA, 2009 -2013
3. Ketua Hisfardis (Himpunan Seminat Farmasi Distribusi)2009-2013
3.Pengurus Pusat Gabungan Perusahaan Farmasi Indonesia –GPFI ,2011-2016