Tracer Pharmaceuticals Availability and Distribution Trends Prior to and During the Covid-19 Pandemic: A Comparative Study

Abstract

Background: Coronavirus disease 2019 has had an unprecedented impact on the health products delivery system. To maintain routine health services, tracer pharmaceuticals (TPs) should always be available and accessible in healthcare institutions. Thus, this study aimed to explore the influence of the Covid-19 on TPs availability and distribution trends in the context of the Covid-19 pandemic in Ethiopia. Methods: An institution-based comparative study was undertaken on 25 TPs in the pharmaceutical supply agency. From the agency's logistical data, we collated the amount of TPs ordered, received, and distributed, as well as the stock status, by using an observation checklist. The collated data were recorded in Microsoft Excel and transferred to SPSS for analysis. A frequency and percentage analysis were performed to evaluate the fill rate, product availability, and stock-out duration. A dependent t-test was used to compare if there was a significant mean difference in TPs distribution before and after the Covid-19 at a p-value less than 5%. Results: Before Covid-19, 18 (72%) of the TPs were refilled above 80% of amount ordered. After the pandemic, however, the fill rate dropped to 48%. The availability of TPs during the Covid-19 was 60%. During the six months of Covid-19, the average stock-out duration for all TPs was 34.68 days, with Cimetidine 200mg/mL injectable (line-item fill rate = 0, days out of stock = 180 days) being the most stocked-out item. Tracer pharmaceuticals distribution before 317, SD = 139,274) were significantly different after the pandemic (M = 60,212, SD = 94,966) at the 5% significance level (t (24) = 2.289, p = 0.031). Conclusion:This survey reveals how Covid-19 has influenced service providers' logistics systems. Following the pandemic, the line fill rate fell below half with a three-fifths availability of products. To effectively manage supply chain disruptions experienced in Covid-19 and beyond, the agency in collaboration with stakeholders should make an effort to enhance end-toend inventory visibility, establish a resilient logistics system, strengthen domestic manufacturers' capabilities, and develop contingency plans with supplying partners.

Service delivery challenges in HIV care during the first year of the COVID‐19 pandemic: results from a site assessment survey across the global IeDEA consortium

“…Given the importance of VL monitoring for detecting therapeutic failure and ensuring timely adherence support and regimen switching for the health of the individual with HIV and the reduced likelihood of transmission [ 60 ], disruptions in HIV VL testing services are of concern. Ranging from stockouts of essential supplies to suspension of VL testing services, laboratories not accepting HIV VL samples and longer turnaround times for results, such disruptions may reflect supply chain problems [ 2 , 3 , 61 , 62 , 63 ], as well as the reallocation of resources from HIV programmes to the COVID‐19 response [ 57 , 58 , 63 , 64 ]. While these disruptions were reported across all settings, they are of particular concern in settings with high HIV prevalence and in low/lower‐income countries, given that the turnaround time for VL test results was already markedly longer in these settings before the pandemic.…”

“…The COVID‐19 pandemic has had major direct and indirect impacts on population health globally, through disruptions in the accessibility and quality of basic health services [ 1 ], in supply chains for essential medications and commodities [ 2 , 3 ], and in the availability of health workers [ 4 , 5 , 6 ]. These disruptions threaten to slow or reverse progress towards various global health priorities, including efforts to end the HIV epidemic [ 7 , 8 ].…”

Evaluating COVID-19-Related Disruptions to Effective Malaria Case Management in 2020–2021 and Its Potential Effects on Malaria Burden in Sub-Saharan Africa

“…Temporarily closing down [32][33][34] Shortening opening hours [35][36][37] Limiting operations to essential services [38][39][40] Increased cost of care Direct increase in costs due to additional cost of PPE and increased price of medicine [27,32,41] Perceived increase in the costs due to loss of income [42][43][44] Other Avoiding health facilities due to fear of COVID-19 [45][46][47] Repurposing resources to manage COVID-19 [48][49][50] Supply shortages (PPE equipment and medicine) [36,51,52] Some areas of the health systems in the sub-Saharan region exhibited considerable resilience in the face of this healthcare crisis, as demonstrated by the completion of most scheduled ITN and IRS campaigns in 2020 [4] and by reports of increased access to HIV services in 2020 in comparison with previous years across the region [53][54][55]. Nonetheless, while steps were taken to maintain healthcare services for essential ailments, the scope of the pandemic rendered some level of disruption to healthcare provision and utilization unavoidable.…”