**Executive Track: Sessions geared to a more strategic perspective of Supply Chain Aspects and their Integration with Enterprise wide initiatives.
Sponsored by HealthTrust Purchasing Group
Technology Solutions
The use of automated supply management technologies has become almost ubiquitous in hospitals since their inception in the 1990's. The use of these technologies, particularly that of closed cabinetry in patient care areas, ensures electronic transaction logging to enable automatic patient billing and improve inventory management. What started out as a panacea for capturing patient supply charges while minimizing supply hoarding has become a very expensive proposition with little return by way of revenue capture. Despite newer, less expensive technologies and reimbursement rules that have shifted away from most per supply line charges, many hospitals remain committed to a closed cabinetry strategy. This presentation explores one organization's efforts to rationalize their use of such technologies to achieve the most cost effective strategy for supply managment.
Steve Faup, Corporate Director, Materials Management, Saint Barnabas Healthcare System, Livingston, NJ
Alex Fernandez, Senior Consultant, Alvarez & Marshal Healthcare Industry Group, New York, NY
Edmond Hardin, FACHE, CMRP, Vice President, Account Management, ROi, An Operating Division of Sisters of Mercy Health System, St. Louis, MO
Distribution
The medical/surgical distribution playing field has been undergoing some significant changes them. The choice of national distributors has been narrowed to three. The smaller ones and some regional operations have been swallowed up by the larger. In many cases the remaining regional options are struggling. Choices are limited. But are they? More hospital systems are reviewing options to the traditional approach. Some are actually proceeding with the implementation of new model such as self-distribution and the use of 3PL operations. But these are not suited for everyone. Listen as we explained both types and their positives and negatives. Understand the concept of a true integrated service center, how it can lower costs for a hospital system in many areas and whether it is right for your organization.
Michael Bohon , Founding Principal, HealthCare Solutions Bureau, Show Low, AZ
Jim Grieger , Director, Customer Solutions, Health System, syncreon, Auburn Hills, MI
Finance
When was the last time you did a full assessment of your cost reduction/revenue enhancement strategies? In this tough economic climate hospitals are increasingly looking for ways to reduce costs and increase revenues. The proverbial 'low-hanging fruit' has been picked and you need to find a new 'harvest' of financial opportunities. This timely and important session will describe where your institution should be looking and what strategies you should be employing to better your financial situation. Surprisingly easy to access, these opportunities are rarely identified by supply chain execs simply because they often do not fall under his/her control. Christopher O'Connor, seasoned "big five" healthcare consultant and president of a national healthcare consulting firm, will show you where to look and how to access these hidden opportunities, as well as determine which strategies will help you achieve your corporate financial goals.
Christopher O'Connor, FACHE, Executive Vice President, Greater New York Hospital Association Ventures, New York, NY
Professional Development
A step by step process of developing a relationship between the supply chain and a physician. This data filled process is an interactive detailed oriented journey in learning how a physician is trained clinically as well as how they think and react to data. We show simple data presenting processes that mirror what the physician is trained to do. With this physician participation your supply cost becomes predictable and understandable.
Brent Petty , CMRP, Corporate Director, Supply Chain, Wellmont Health System, Kingsport, TN
Professional Development
Hospitals in Pursuit of Excellence is the American Hospital Association’s ongoing endeavor to engage, support, and inspire hospital leaders’ ongoing efforts to improve the patient experience in the nation’s hospitals and health systems-thus leading to operational, clinical and financial excellence. Support the Institute of Medicine’s well-known Six Aims for Improvement (safety, effectiveness, timeliness, patient-centeredness, efficiency, and equity), this endeavor provides tools and resources to assist hospitals to reduce waste and inefficiency, optimize the use of resources, and enhance their ability to deliver safe, high quality, and affordable patient care. Through case examples, participants will learn about the key principles of Hospitals in Pursuit of Excellence and engage in a dialogue about how they can be used to support high-performing healthcare supply chain organizations.
David Strickland, Director, Hospitals in Pursuit of Excellence, Health Research and Educational Trust, American Hospital Association, Chicago, IL
Purchasing
The Scottsdale Experience focuses on integrating clinical, patient supply charge capture, and materials management processes to increase collaboration, productivity, and data content. The supply chain processes in the perioperative areas at SHC were struggling and manual with little electronic management of fragmented supply chain information to support operations. These processes were shared between Patient Revenue (Finance), IT, Perioperative/Clinical, and Purchasing/Materials Management teams. The data content was maintained in many information systems acting as unique free-standing silos. Little clarity existed roles/responsibilities and works impact on the other customer/players on the team. This project was designed to increase collaboration between these departments, redefine current practices to optimize the overall process of supply data management, and drive information system connectivity creating electronic and automated linkages between the systems.
Allison Corry, CMRP, Process-Oriented Healthcare Supply Chain Professional, St. Louis, MO
Michael Hildebrandt , CPHM, Associate Vice President, Supply Chain, Scottsdale Healthcare, Scottsdale, AZ
Strategic Planning
An opportunity exists to improve the communication and information sharing between providers and suppliers in order to create strategic relationships. The faculty, from SMI's Value Alignment Team, will share the SMI Team's tools and outline a process to assist trading partners in developing their own strategic business relationships that help facilitate improved outcomes at lower costs. These free tools include a value alignment communication template, suggested agendas for strategic partner review meetings, an education presentation, and a case study on how to successfully utilize these tools to achieve the desired outcome.
Brent Johnson , Vice President, Supply Chain, CPO, Intermountain Healthcare, Salt Lake City, UT
Keith Kuchta , Vice President, Global Accounts & Strategic Partnerships, Kimberly Clark Corporation, Roswell, GA
Dennis Orthman, CMRP, CPHM, Senior Director, Strategic Marketplace Initiative (SMI), Boston, MA
Technology Solutions
The presentation provides an overview of the systems, reports, analytics, and resources used by HCA Nashville Supply Chain Services to identify and prioritize commodity standardization opportunities using the UNSPSC classification system (United Nations Standard Product - Services Code). The presentation will cover the analysis methodology used to optimize stock distribution of commodity products, and improve contract penetration and product standardization. The overall goals and objectives of using UNSPSC-Based Analytics as part of a commodity standardization strategy are to: 1.) Improve facility / division visibility of commodity spend, 2.) Identify further standardization opportunities, 3.) Optimize usage of contracted vendors, 4.) Identify local contracting opportunities, 5.) Achieve cost reduction in commodity spend, and 6.) Optimize stock utilization of products and reduce Purchasing and Accounts Payable transaction costs.
Missy Eslinger, CMRP, Division Clinical Resource Director, HCA Tristar Division, Nashville, TN
Tom Shepherd, CMRP, Chief Operating Officer, HCA Nashville Supply Chain Services, Nashville, TN
