WEDNESDAY, JULY 23, 2008
9:15 am – 10:30 am
All Learning Lab sessions will be held at the Henry B. Gonzalez Convention Center.
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Basic: Program addresses fundamental concepts. For professionals with limited experience or knowledge related to a specific topic. |
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Intermediate: Program addresses concepts and initiatives applied within specific healthcare contexts to achieve measurable results. For professionals with greater depth of experience within a specific topic. |
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Advanced: Program addresses complex initiatives or concepts that can be difficult to implement or duplicate. For experienced professionals to yield “food for thought” and insights into “what if” scenarios. |
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Military: Program focuses on content that is geared towards United States Military personnel. |
Note: The Annual Conference Education Committee has done its best to determine at what levels material will be presented. Where noted, content may span multiple levels.
5.1 Closing a Piece of History
Distribution
Beginning in 2006, the United States Army began realigning forces throughout Germany. One of the changes was the closure of the Wurzburg Army Hospital, which will eventually become the USA MEDDAC Bavaria in Vilseck, Germany by September of 2008. The author orchestrated the reduction in footprint and relocation of healthcare assets throughout the region by devising a detailed movement plan through the facilitation of a synchronization team. This presentation will walk the audience through the processes and steps concerning how this event occured and share some of the lessons learned through the experience.
Jerry D. VanVactor, CMRP, MHM
Chief of Logistics, USA MEDDAC
Bavaria, APO AE, NY
5.2 The Value of a Good Match Exception Process
Finance
Finance charges at The Ohio State University Medical Center (OSUMC) due to payment delays were growing. In 2006, on a $350M spend, finance charges resulted in more than $240,000 payable to vendors. A multi-functional team comprised of managers in Receiving, Accounts Payable, Purchasing, and Information Systems developed a plan and operations strategy, monitored weekly through a data tracking mechanism. The result was a program that reduced finance charges to $7,000 in 2007 on a $380M spend.
Carl Story, CMRP
Director, Distribution Services, The Ohio State University Medical Center
Columbus, OH
Becky Walkinshaw
Program Manager, The Ohio State University Medical Center
Columbus, OH
5.3 Streamline Procure-to-Pay through Automation
Technology Solutions
Today’s healthcare supply chain departments are challenged to provide higher levels of service
while also containing the costs of the supply chain and accounts payable operations. New technologies
such as EDI, purchasing cards, workflow, document imaging, and e-requisitions promise to create efficiencies,
but which technologies will deliver results for your hospital? This session will review the different
options available and how other hospitals have streamlined invoice matching, reduced manual processing
time, and delivered higher levels of service. Attendees will share experiences and learn from each
other in an interactive question and answer period.
Brian Rosenberg
Senior Partner, RPI Consultants
Baltimore, MD
5.4 A Supply Chain Perspective on Implant Negotiations
Purchasing
This session will focus on the issues surrounding negotiation of costs related to orthopedic and cardiology implants/devices. Real world examples of factors that influence device cost negotiation will be discussed. Strategies for an effective approach to implant negotiation methodology will also be a key component of this session. Participants will be encouraged to share their experiences, successes, and failures related to implant and device negotiations in their institutions. In addition, they will take away a better understanding of the "ultimate shell game" played by many of these vendors and how to minimize the potentially significant cost impact to their facilities’ bottom line.
Erik Axter
Manager, Aspen Healthcare Metrics, a MedAssets company
Englewood, CO
William Stitt, CMRP, FAHRMM
Corporate Director, Materials Management, University Community Health
Tampa, FL
5.5 Enterprise Management of Purchases
and Standardization
Technology Solutions
Once enterprise data in a multi-hospital system is being synchronized in a database, purchase data
can be analyzed to support contract negotiations, support the standardization decision process, and
pursue price parity across the enterprise. In other words, when you can see what and how much every
site is buying, and what they are paying, opportunities abound for data analysis and management action.
This workshop will outline what the Department of Veterans Affairs and the Department of Defense
are doing with data synchronization as well as how they are using it to more effectively manage medical/surgical
supply spending. Topics include the creation of new item masters, contract compliance, identification
of new contracting opportunities, spend analysis, item standardization, and data cleanup.
John G. Charalabidis
Deputy Program Manager, Data Synchronization, and Supervisory Business Systems Analyst Defense Medical
Logistics Standard Support - Defense Logistics Agency (DMLSS-DLA), Defense Supply Center
Philadelphia, PA
Michelle M. Whitehead
Director of Logistics Operations, VHA Logistics Intern Program Manager
Prosthetics and Clinical Logistics Office, Veterans Health Administration
Department of Veterans Affairs
Washington, D.C.
5.6 Supply Chain Excellence: What are the Key Drivers?
Strategic Planning
This session will outline a “Supply Chain Performance Excellence” collaborative study conducted by University HealthSystem Consortium (UHC). The study aimed to identify the characteristics of top performing organizations and the proven strategies and tactics that would be beneficial for all organizations in improving organizational supply expenditures. It also focused on supply chain management as it relates to organizational success, including quality and financial performance. A unique supply chain performance metric was devised to rank all UHC organizations, and interviews were completed to identify the key differentiators in supply chain performance. The project was overseen by a task force composed of academic medical center leaders to provide critical input and review the methodology, performance measures, interview guides, final report, and other key aspects of the study.
William Brewer
Senior Consultant, Supply Chain Informatics, University HealthSystem Consortium
Chicago, IL
5.7 Using the New Product Introduction Management Tool
Clinical Resource Management
The Johns Hopkins Health System (JHHS) utilizes the New Product Introduction Management Tool from SMI to support the intense efforts required to manage a large pipeline of potential new products through the decision processes. Attendees of this session will learn how JHHS has utilized this new industry tool to streamline the new product request process, manage and document the multiple steps in the decision process, and increase communication among the many stakeholders. This session will highlight real-life examples of the day-to-day use and benefits of the New Product Introduction Management Tool, while also providing attendees with a demonstration of actual tool and insight into the new product decision process.
Colleen Cusick
Clinical Products Specialist, Johns Hopkins Health System
Baldwin, MD
Dennis Orthman, CPHM
Project Director, Strategic Marketplace Initiative (SMI)
West Roxbury, MA
5.8 Facing the (Your) Future in the Supply Chain
Professional Development
New forces and new options cause a continual swirl in the healthcare supply chain profession that will pull under those who do not proactively address them and prepare to deal with them. These include: how to revolutionize your career by making one simple change of how you deal with supply chain transformation and the eight strategic steps to your future success. This presentation will review the developments in the supply chain that may affect you, including the increasing importance of data, the inclusion of the Pharmacy, the evolution of the GPO, the changing world of distribution, the management of technology, and facilities planning.
Michael Bohon, CMRP, CPM
Managing Director, HealthCare Solutions Bureau
Show Low, AZ
Michael Rudomin, MHA
President , Michael Rudomin & Associates
Bolton, MA
