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Evaluation of the Performance of the Supply Chain Management System for Medicines, Reagents, and Laboratory Consumables in the Public and Private Sectors in Benin in 2025

DOI: 10.4236/ojpm.2026.169013, PP. 196-211

Keywords: Supply Chain Management, Medicines, Laboratory Reagents, Medical Consumables, SCOR Model, Logistics Performance, Benin

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Abstract:

The supply chain of medicines, reagents, and medical consumables (MRCs) plays a crucial role in the effective functioning of the healthcare system by ensuring the continuous availability of essential health products. This study aimed to evaluate the performance of the supply chain management system for MRCs in the public and private sectors in Benin in 2025, assess the level of supply chain performance, and identify the factors influencing this performance. A descriptive and analytical study was conducted in public and private institutions. The evaluation was carried out using the Supply Chain Operations Reference (SCOR) model, Key Performance Indicators (KPIs), and management support components. Data were collected through document review, interviews, and direct observation. The results revealed an overall performance rated as good (75% - 81%), with good performance in management support (78%) and the SCOR component (83%). However, the performance indicators highlighted several shortcomings (65%), including product availability below recommended standards, frequent stockouts, prolonged delivery lead times, and high loss rates. Disparities were also observed among facilities, with the private sector generally performing better than the public sector. The factors explaining this performance included the availability of management tools, well-structured logistics processes, and the existence of information systems. However, constraints related to human resources, infrastructure, and financing limited overall performance. In conclusion, targeted interventions are needed to improve the efficiency of the system and ensure continuous access to essential health products.

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