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Shanna Oberbeck, CMRP

Provider Candidate

View Candidate Flyer - PDF format

  

Shanna Oberbeck, CMRP
Materials Manager
Samaritan Health Services
3600 Samaritan Drive
Corvallis, OR 97330
(541) 768-6397
soberbeck@samhealth.org

 

 

 

 

Background

Member of AHRMM for six years
30 years of experience in the resource and materials management field

Certifications

Certified Materials & Resource Professional (CMRP)

Current Position and Responsibilities

Type of Organization: Hospital/Medical Center; Integrated Delivery Network (IDN)

Three months in current position

Responsible for: managing the Distribution of supplies and Storeroom as well as the Purchasing office; also sit on the System Value Analysis Team.

Service to Local Chapter

I have been part of the WSHMMA organization several years starting as a board member at large five years ago then becoming the Vice President for three years, and currently I am President-Elect.

Service to AHRMM National

I have served on the conference education committee for the past two years.

AHRMM Annual Conferences and Leadership
Training Conferences

2005 - AHRMM 43rd Annual Conference in Anaheim, California
2007 - WSHMMA Conference in Seaside, Oregon
2007 - AHRMM 45th Annual Conference in San Diego, California
2008 - WSHMMA Riding the Tides of Change Conference in Bremerton, Washington
2010 - WSHMMA Conferencein Seaside, Oregon

Why you are seeking this position?

I strongly believe in the value of this organization, in providing exceptional education for MM professionals, staying current with all the new and advancing technology and new ways to improve the supply chain. I think AHRMM and the local Chapters of AHRMM are a vital tool for anyone in the healthcare industry, and I want to be involved in keeping up that momentum. AHRMM has helped me tremendously in my career, and I want to give back and help others do the same. It will be an honor to be able to serve as a Board member.

How can you advance AHRMM's mission to advance healthcare through supply chain excellence?

By staying involved, informed, and always looking for more effective and efficient approaches to improving the supply chain and financial and clinical performance.

Identify 3 - 5 strategic priorities you think AHRMM should undertake and your reasons for identifying them as important.

Identify your personal and professional qualities that will be valuable in the position for which you are being considered.

I am very passionate about the Materials Management business. I have 30 years in Materials Management and have had a wide variety experience and expertise.

How will you use these qualities to benefit AHRMM, the Board, and the members?

I am committed to finding solutions for the many challenges we face in Materials Management and want to use my experience and energy to help with whatever and wherever I am needed.

What do you expect to be your single, greatest contribution to AHRMM as a Board member?

To be able to help advance the healthcare supply chain management to new levels and provide new innovative ways of finding cost savings.

Describe one transformational experience in your professional life you have been involved with and what you have learned from this experience.

I was involved in bringing up a new MMIS system that was going to be a single database for five hospitals and have all the functions needed for a robust Materials Management system. The new system would also include a robust financial and accounting system that would be linked to MM. We were helping to build the program as we went, which created many challenges. It was going to be a huge transformation and a different way of doing the procurement compared to the simple dos-based system that was in place.

The biggest transformation that needed to take place for this to be successful was the cultural change. All of us needed to be able to think and do our jobs differently than the “way it had always been done”. I think the lesson learned from that experience is the communication and cultural change must come first. All of the processes need to be defined and translated into how they will work and what they will look like in the new system.

The front line staff need to be involved in the transformation to make sure you have captured the needs of the facility.

A clean database is also a key factor to a successful transition to a new system. I can’t stress enough how important a clean database is, whether you are changing to a new system or just working on reports from the system you have.

Lastly, testing the system in a real-time environment. Test scripts need to reflect the true work environment as it will be. All functions need to be tested completely and accepted before a go-live can be implemented successfully.