From Lessons to Action: Locked In on 90% OFR

One year ago, when I joined KEMSA, we were looking back reviewing the previous year’s performance, learning from our experiences, and setting the stage for reform. This year, the focus is firmly forward. What gets measured gets managed. What gets reviewed improves. That is more than a mantra; it’s the heartbeat of a new KEMSA one that is relentlessly focused on results, accountability, and impact. We are locked in.

The KEMSA Corporate Annual Review is not just a routine exercise. It is a strategic checkpoint, a moment to measure how far we’ve come and where we must go next. It allows us to track progress in delivering essential Health Products and Technologies (HPTs) to the right place, in the right quantities, at the right time. This is the foundation of health commodity security, and without it, Universal Health Coverage remains just an aspiration.

This week, Dr. Waqo Ejersa met with our performance champions and senior management to reflect on the past year’s achievements, own the lessons, and align on a united path forward. The conversations were candid, data-driven, and solution-focused. Every insight shared now fuels our 100-Day Rapid Results Initiative (RRI) — a reform sprint tailored to deliver smarter strategies, sharper service delivery, and a stronger, more responsive KEMSA.

Our ambition is bold and measurable: achieve a 90% Order Fill Rate (OFR) within the next two months. To get there, we are recalibrating internal systems, streamlining operations, and fostering a culture of high performance. This isn’t just about processes it’s about people. I believe leadership starts with listening, and listening well. Only by truly understanding what our teams need can we empower them to deliver at their best.

From the FY2024/2025 performance review to the implementation of forward-looking operational plans, I am confident that the Board’s 100-Day RRI will yield tangible results. By the close of this drive, we expect not only to hit our OFR target but to demonstrate, through measurable outcomes, that KEMSA is the dependable backbone of Kenya’s health supply chain.

This forum has reaffirmed one truth: sustained improvement comes from celebrating what works, fixing what doesn’t, and staying agile. The stakes are high in the race to achieve Universal Health Coverage, health commodity security isn’t optional. It’s non-negotiable. And at KEMSA, we’re not just ready for that challenge — we’re leading it.

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