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Background: When COIVD-19 became a pandemic, blood center (BC) and hospitals implemented business continuity plans (BCP) The pandemic resulted in decreased blood demand BC had the challenge of having adequate collections and inventory to meet hospital\'s orders during changing demands Hospitals implemented PBM programs to ensure adequate inventory Methods: Mean blood collections, inventory, orders and wastage were monitored during three periods Period 1 before pandemic (03/01-03/19/20) Period 2 -during moratorium on elective surgeries and shelter-in-place orders (03/20/20-05/03/20) Period 3- post-moratorium and shelter-in-place (05/04-05/31/20) Early in period 2, the BC used its data science methodologies to develop a demand model (DM) that consisted of a time series-forecasting algorithm to predict future values on previously observed data To adjust for impact of COVID-19 the model was optimized by a change point detection informed manual step function to reflect future decreases and increases in demand relative to the new environment Once the supply and demand ratios became imbalanced, collection goals were adjusted to bring inventory levels comfortably into equilibrium with the predicted demand Period 1 was considered 100% 107 hospital users were surveyed on AABB PBM HUB for changes in practice Results:Mean daily collections of red blood cells (RBCs) were: Period 1-2,514, Period 2-1,621, Period-3-2,550 Mean daily inventory was: period 1-13,161 units, period 2- 21,974 units (167%), period 3- 8,412 units (64%) Mean daily orders were: period 1-2,259 units, period 2- 1,564 units (69%), period 3-2,404 (106%) Inventory was compared to orders (Figure) After initial increase in inventory during period 2, DM allowed collections to be adjusted to bring inventory levels into equilibrium with predicted demand During period 3, DM helped ensure adequate supply when elective surgeries resumed There were 5 survey respondents (4 7%) PBM measures included: implementation of Blood Supply Crisis procedure (1), 100% prospective review of orders for non-bleeding patients (3), cancellation of standing orders (1) and the mandate for single unit RBC transfusions for non-bleeding patients (3) Daily blood inventory update huddles were held with key providers, administrators, and pandemic task forces (3) Zero waste campaign was implemented where transfusion service staff worked with nursing to eliminate returns by careful patient evaluation before requesting blood (1) There was elimination of duplicate testing to reduce iatrogenic blood loss (1) Standing orders were cancelled if blood inventory levels were sufficient (1) Two hospitals hosted additional blood drives Conclusions: The BC was able to adapt to an uncertain future though BCP and collaborative teamwork as well as use of DM to ensure collections met orders while minimizing wastage PBM by hospitals assisted the BC in its ability to fulfill orders In the end, patients were the winners (Figure Presented)
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