**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
Clinical Resource Management
Value Analysis teams are challenged with delivering real savings to their organization. Learn how one health system leverages their data to identify and prioritize opportunities to expedite real savings. This presentation will set the stage initially with the growing frustration within healthcare around the overabundance of total supply cost data leading to mediocre actionable results from case studies. A majority of the presentation will revolve around a best practice review of the technology and analytics necessary to depict a credible analysis in understanding supply spend with utilization, benchmarking, cost per procedure by physician including outcomes.
Joanne Keup , Clinical Value Analysis Manager, Legacy Health, Portland, OR
Gina Thomas , Vice President, Customer Management, MedAssets, Wichita, KS
Distribution
The physical movement of items between offices, departments and hospitals occurs daily. Redundant systems often develop as multiple disciplines seek to solve their own transportation challenges. These redundant systems add unnecessary costs and pollution. As organizations seek to reduce expenses, improve service and help the environment, a consolidated courier operation should be considered. This presentation will be geared towards organizations desiring to consolidate redundant courier functions or who are looking to improve their current courier functions in an effort to reduce total cost and be environmentally conscious. This presentation will review potential areas of duplicate service, identify potential cost saving opportunities and share potential roadblocks as a consolidated courier operation is refined. This presentation will use experiences and examples from Intermountain Healthcares Courier Service.
Scott Bryan , Support Services Operation Manager, Intermountain Healthcare, Salt Lake City, UT
Finance
Dana-Farber Cancer Institute has become a leader in developing a strategic sourcing model at a research-intensive provider by adopting non-health care industry best practices and explicitly enfranchising the purchasing community at its facilities in these initiatives. Three phases covered: 1. Development of four key near-term objectives for strategic sourcing a. Focus on top-10 research suppliers over $1 MM in annual spend b. Achieve pricing equivalency with common research suppliers c. Centralized materials stores d. Consolidate maintenance and services on equipment 2. Creation of a Research Workgroup consisting of cost center managers to communicate and monitor these objectives 3. Implement out-of-hospital industry best practices to execute against key objectives a. Ensure contract coverage b. Early Supplier Involvement c. Lean, stockless programs d. E-Commerce e. Acceptance f. Creation of store fronts g. Detailed category analysis.
Kevin Harvey , Strategic Sourcing Lead for Research, Dana-Farber Cancer Institute, Boston, MA
Kyle Rose , Managing Director, The Advisory Board Company, Washington, DC
Professional Development
Having credibility within your supply chain organization is paramount to a successful operation. Credibility can span across all materials management functions, and should be a key component of your department methodology. This session will discuss the reality and perception of supply chain activities and the impact it has on relationships with physicians, clinicians and vendors in the areas of negotiation, operational improvement and cost savings. Real examples of situations and lessons learned along with interactive audience discussion will be a key component of this presentation.
William Stitt , Corporate Director, Materials Management, University Community Health, Tampa, FL
Purchasing
The Materials Management team at Denver Health was identified as a key player in the Paramedic Lean Value Stream. During a Rapid Improvement Event it became clear that we could combine both Lean and the Strategic Marketplace Initiative (S.M.I.) Perfect Order concepts and create the Perfect Department. Our goal was to have every inventory item in the Paramedics stock be ordered, shipped, received and paid for without human intervention. The Paramedic division runs 30 ambulances that answer nearly 80,000 calls per year. Our goal was to refine the Paramedics methodology and model and use this in future events. We will include both the successes and failures and hope that attendees will leave with an understanding of the benefits the Perfect Order can offer.
Stewart Layhe, Supply Chain Project Manager, Denver Health, Denver, CO
Phillip Pettigrew, Director, Materials Management, Denver Health, Denver, CO
Strategic Planning
This presentation is an update of a National AHRMM webinar presented March 5, 2009, on this topic, to a call-in audience of almost 200. It is being submitted to AHRMM for presentation at the Annual Conference based on the high turnout for the webinar along with the uncertain length and intensity of the Economic Recession, and Health Care Insurance Reform. It covers supply chain management challenges, and both strategic and tactical responses to them. They are based on the successful experiences of small or medium hospitals, as well as large IDN's. This composite approach to these challenges is organized in stages; General Strategy, Immediate Tactics, Medium-Term Tactics and Long-Term Tactics. The presentation is group discussion in format, with case study examples.
Jamie C. Kowalski , CEO, Kowalski Consulting, LLC, Milwaukee, WI
Francis X. McDermott, Director, Supply Chain Management, Pinnacle Health, Harrisburg, PA
Technology Solutions
Learn how the promise of data synchronization is being realized today. Begun by DoD in 2003 to support the Iraq War and since expanded to include VA hospital sites, the ongoing federal healthcare data sync program aggregates over 10 million rows of data monthly to produce a Product Data Bank that serves as the master item reference for ongoing spend analysis. Data synchronization has led the DoD/VA to save over $41 million in product price reductions via contract compliance and over $25 million in purchases have been moved to more efficient e-commerce vehicles. They are winning the war against bad data.
Robert Perry , Supply Chain Consultant, Department of Defense, Falls Church, VA
Michelle Whitehead , Chief Logistics Officer for the Veterans Integrated Services Network (VISN) 5 Network Office, Veterans Administration, Linthicum, MD
