Viamed Operational Throughput & Fulfilment Report Reporting Period: April 2026 Company: Viamed Ltd 1. Executive Summary This report provides an operational overview of order processing, dispatch performance, staffing utilisation, and company throughput for April 2026. The purpose of this report is to: Monitor operational efficiency Track staffing workload Measure fulfilment performance Identify bottlenecks and reporting inaccuracies Establish long-term KPI trend analysis Support ISO management review processes Support NHS supplier and resilience evidence 2. Staffing Capacity Analysis Weekly Staffing Hours Employee Weekly Hours Aqib Majeed 40 Catherine Spence 45 Catrin Hird 18 Derek Lamb 37.5 Emily Hanson 20 Emma Clark 28 Helen Lamb 40 Jean Lamb 22.5 Kate Griffiths 40 Linda Shearing 19 Michael Green 45 Michael Lamb 45 Philip Crossley 30 Robert Connor 35 Ryan Swaine 40 Sophie Lines 24 Steve Nixon 40 Zoey Teal 18 Total Staffing Capacity Metric Value Total Weekly Hours 587 Effective Full Time Equivalent (FTE) 14.675 3. Order Processing Activity Orders Created Per Employee Employee Orders Created Kate Griffiths 147 Aqib Majeed 101 Sophie Lines 93 Emily Morton 63 Catrin Hollings 18 Cathy Green 11 Helen Lamb 3 Observations Kate Griffiths carried the largest order creation workload. Aqib Majeed and Sophie Lines also handled significant throughput. Order creation activity appears concentrated amongst a small operational group. Orders Modified Per Employee Employee Orders Modified Kate Griffiths 172 Aqib Majeed 95 Sophie Lines 90 Emily Morton 59 Catrin Hollings 38 Cathy Green 11 Ryan Swaine 3 Helen Lamb 2 Orders Checking Started Employee Orders Checked Kate Griffiths 147 Aqib Majeed 114 Sophie Lines 90 Emily Morton 56 Catrin Hollings 26 Zoey Teal 19 Michael Lamb 2 4. Customer Communications Customer Confirmations Sent Employee Confirmations Sent Kate Griffiths 148 Sophie Lines 18 Aqib Majeed 11 Catrin Hollings 9 Quotes Sent Employee Quotes Sent Kate Griffiths 18 Sophie Lines 7 Aqib Majeed 4 Catrin Hollings 3 Proformas Sent Employee Proformas Sent Kate Griffiths 30 Aqib Majeed 15 Sophie Lines 6 Catrin Hollings 3 Emily Morton 1 5. Dispatch & Delivery Activity Delivery Notifications Sent Employee Notifications Sent Aqib Majeed 309 Michael Lamb 75 Kate Griffiths 61 Sophie Lines 17 Observations Aqib Majeed handled the vast majority of delivery notifications. Operational dependency on a small number of staff is visible. 6. Finance Processing Activity Invoices Created Employee Invoices Created Emma Clark 366 Cathy Green 62 Helen Lamb 13 Michael Lamb 3 Invoices Emailed Employee Invoices Emailed Zoey Teal 436 Observations Finance and invoice emailing activity appears highly centralised. Single-point operational dependency risk may exist. 7. Operational Throughput KPIs KPI Value Total Orders Analysed 441 Same Day Dispatch 184 (41.72%) Next Day Dispatch 166 (37.64%) Same/Next Day Combined 350 (79.36%) 3–6 Day Dispatch 23 (5.22%) 7+ Day Dispatch 65 (14.73%) 8. Dispatch Performance Analysis Key Findings Nearly 80% of orders were dispatched same or next day. This indicates strong operational throughput and dispatch responsiveness. A significant number of orders are currently falling into 7+ day categories. However: IMPORTANT REPORTING ISSUE IDENTIFIED Current reporting logic appears to calculate delays at order-header level rather than line-item fulfilment level. This likely causes: partially dispatched orders supplier backorders delayed individual order lines to incorrectly appear as entirely delayed orders. This may artificially inflate: late shipment KPIs operational backlog figures fulfilment delay statistics 9. Recommended System Improvements Recommended New Metrics Order-Level Metrics Order creation date First dispatch date Final completion date Line-Level Metrics Individual line dispatch date Backorder reason Supplier delay flag Internal delay flag Outstanding quantity tracking 10. Staffing Efficiency Indicators Orders Created Per Contracted Hour Employee Orders Created Weekly Hours Orders Per Hour Kate Griffiths 147 40 3.68 Aqib Majeed 101 40 2.53 Sophie Lines 93 24 3.88 Emily Morton 63 20 3.15 Notes These figures are operational indicators only and should not be used in isolation for staff performance assessment. Complexity of work varies significantly depending on: export documentation technical products customer communication order amendments supplier coordination multi-tasking responsibilities 11. Courier Usage Analysis Courier Usage Summary Courier April 2026 UPS 396 DHL 8 FedEx 7 Other 3 TNT 2 Royal Mail 1 Kuehne Nagel 1 Own Courier 1 Observations UPS remains the dominant courier platform. Heavy reliance on a single courier may represent operational exposure. Courier diversity exists but at low volume. 12. Company Throughput Indicators Throughput Per FTE KPI Total Per FTE Orders Created 436 29.71 Orders Modified 470 32.02 Orders Checked 454 30.93 Invoices Created 444 30.25 Delivery Notifications 462 31.47 13. Operational Risks Identified Key Risks 1. Staff Concentration Risk Several operational processes are heavily dependent on small numbers of staff. 2. Reporting Accuracy Risk Current dispatch ageing logic may incorrectly classify partially fulfilled orders. 3. Courier Dependency Risk Very high operational dependency on UPS courier services. 4. Backorder Visibility Limited visibility of supplier-caused vs internal delays. 14. Recommended Future Dashboard Development Suggested Dashboard Sections Executive KPIs Same-day dispatch % Outstanding orders Orders per FTE Invoice throughput Staffing Analysis Orders processed per employee Workload balancing Staffing coverage Dispatch Performance Courier trends Shipping performance Delayed shipment causes Backorder Analysis Supplier delays Internal delays Outstanding lines Trend Analysis Monthly throughput Seasonal demand Staffing pressure trends 15. Overall Conclusion April 2026 operational performance indicates: High throughput for company size Strong same/next day dispatch performance Efficient operational processing Strong invoice throughput Heavy reliance on key operational staff The most significant immediate improvement opportunity is: Improving line-level fulfilment reporting This would greatly improve: KPI accuracy operational visibility supplier performance monitoring backlog analysis management reporting reliability End of Report Version: 1.0 Document Type: Operational Throughput & Fulfilment Report Prepared For: Viamed Ltd Period Covered: April 2026