Accelerating Through e-Commerce

Leading Practice

Jeff Solarek, CMRP, CPM, CPIM, CPCM

2004

The healthcare supply chain presents compelling opportunities for hospital executives to reduce costs and increase efficiencies within their organizations. To make supply chain management a long-term financial and operational success, hospital systems should implement programs that can create, measure, and track savings within their supply chain operations. To help drive down costs, Premier Health Partners in Dayton, Ohio, adopted supply chain management initiatives that bring new visibility into business practices. Read Paper

Bridging the Gap between Clinical and Business Practice Requires Change

Fellow

Dee Donatelli RN, BSN, MBA, CMRP

2004

Healthcare providers are especially aware of the need to implement key changes in the way healthcare is delivered to provide safer, more cost effective care. Despite this understanding there must be a delicate management of change to achieve building the bridge between clinical and business practices to successfully operate in today’s healthcare settings. Read Paper

Capital Equipment Budget and Acquisition Strategy

Fellow

Stuart Harper, FAHRMM

2003

The purpose of this information is to help guide the Healthcare Material and Resource Management (MM) Professional to create a multi-disciplinary team effort in order to accurately plan and forecast realistic capital expense items or projects. In addition, the Materials Management Professional will be able to make cost effective decisions that factor in all of the many details that create the final acquisition decision. Read Paper

A Capital Idea

Fellow

Mickey Sparrow, CMRP, FAHRMM

2007

Healthcare is an industry wherein leaders and entire communities can benefit from process improvement and lean six sigma project management. Lean initiatives can aid leaders and organizations in identifying possibilities where problems have perpetually existed. The techniques associated with lean six sigma strategies involve a data-driven, customer-centered approach and methodology that is applicable to all aspects of healthcare processes and services. Read Paper

Clinical Supply Chain Management 

Leading Practice

Dee Donatelli RN, BSN, MBA, CMRP, FAHRMM

2006

The concept of establishing a clinical supply chain management program has become an industry standard for many hospitals resulting in significant supply chain cost and process improvements. This paper outlines an approach for the implementation of such a program. Read Paper

Community Supply Chain Professional

Fellow

Kathi Pressley, CMRP, FAHRMM

2008

The role of the Supply Chain Professional (SCP) must grow beyond the basement walls into both the regional and global community. This expansion will bring value to both the SCP and to community touch points. Be it through volunteerism or as a contracted professional, the innate and learned attributes and abilities of the SCP will bring value to community activities and ultimately back to the employer. This paper explores the unique characteristics of SCPs, both innate and learned, and types of venues where their knowledge and experience coupled with those of community members bring value to all partners. Challenges and opportunities incumbent in this outreach and resultant relationships are explored. Read Paper

Contract Management – Going Beyond the Signed Agreement

Fellow

Bruce W. Zartman, CMRP, FAHRMM

2011

This paper identifies lessons learned from implementing an expanded contract management at East Alabama Medical Center. Read Paper

Contract Management Often Overlooked, Yet Vitally Important

Fellow

Valerie A. Bailey, CMRP, FAHRMM

2009

Hospitals purchase hundreds of thousands of supplies and pieces of equipment each year, and most of those products have contracted pricing available for use. But how often is the time taken to look at each product category or GPO contract to search for pricing opportunities? Not all facilities have a dedicated Materials Management person who has the time and capabilities to delve into the data and find the gold nuggets.  Read Paper

Developing a Socially Responsible Closed Loop Supply Chain

This white paper was submitted for The Award for Excellence in Healthcare Supply Chain Innovation and received special recognition.

Paper describes innovative solutions and efficient operating procedures in the areas of supplier diversity, green purchasing, and surplus property management, for practicing socially responsible supply chain techniques to eliminate waste and decrease hospital’s demand for natural resources. Read Paper

Developing a World-Class Purchasing Department

This white paper was submitted for The Award for Excellence in Healthcare Supply Chain Innovation and received special recognition.

John P. Willi, MBA, CPCM, CPM, APP, CMRP

2010

Description of a three-year initiative to transform a major metropolitan ambulatory facility’s Purchasing Department into a world-class strategic group through an implementation of a continuous customer service campaign throughout the organization. Read Paper

Documenting Cost Savings

Fellow

David S. Kaczmarek, DPHM, CMRP, FAHRMM

2002

This paper presents a practical and effective system for presenting documented savings to hospital administration. It also discusses several specific errors that are often made in calculating savings as well as a more accepted way to determine the valid savings. By combining the documentation system and avoiding questionable savings calculations, Materials Managers can have their savings accomplishments accepted and valued. Read Paper

E-Commerce For All

Fellow

Bob Majors, FAHRMM

2003

The purpose and objective of this paper is to document the impact of an E-commerce program on a hospital’s Materials Management Department. Factors to be discussed include: resources required, barriers and challenges to overcome, anticipated results, relationship to typical Materials Management objectives, costs of implementation, and the lessons learned from the overall initiative. Read Paper

Elevating the Supply Chain Profession and Futurecast

An Executive Thought Leaders Event Report

Sponsored by VHA

2011

A thought-provoking report on the broad range of strategic issues and challenges confronting today’s supply chain executives. The report presents perspectives of 26 seasoned healthcare supply chain executives who attended the Executive Thought Leader Event, sponsored by VHA, held on August 8, 2011, during AHRMM11 Annual Conference in Boston, Massachusetts. Read Paper

Fine Tuning Par Levels

Fellow

Debra L. Mark, FAHRMM

2004

Using Lock Haven Hospital par level cart system as a case study, this article will explore evaluating, implementing improvements, reduction of par level inventory, elimination of wasted time, educating all personnel involved as well as complying with corporate policy. Read Paper

Group Purchasing Organizations: Are they still viable? Or Are we fighting a War?

Fellow

Peter Briggs, CMRP

2005

What is war? According to the on-line Google dictionary it is: a concerted campaign to end something that is injurious. Wow! I think that is the definition of a Group Purchasing Organization (GPO). GPOs formed in an effort to reduce costs through volume. Wars were never won when only a few people supported them. If three people said they would help fight World War II, I think the outcome would probably have been somewhat different. Such is the way of the GPO. Read Paper 

Healthcare Transformation: A Private Affair

White Paper

Karen Conway

2011

This white paper explores the realities facing healthcare delivery, some of the new models being developed and what they could mean for the supply chain. Read Paper

International Models of Volume Aggregation in Procurement

Fellow

Christopher J. O'Connor

2013

This paper explores volume aggregation in the United States, Botswana, the United Kingdom, and China, comparing their similarities and detailing why this strategic approach to supply chain management achieves success in various health system models. Read Paper

Leveraging Technology to Power the Supply Chain

Leading Practice

Carl Tietjen

2005

As the healthcare industry evolves, large hospitals like the University of Maryland Medical System must also evolve or fall behind. To meet the needs of our customers, and the financial expectations of our system to manage supply costs, the role of the supply chain must be elevated from a back room function, to a more strategic element of a hospital’s growth. Read Paper

Loaner Tray Requisition Process

Leading Practice

Donna R. Bean, MBA, CMRP, FAHRMM

2004

HolyRosary Medical Center in Ontario, Oregon, utilizes digital technology, email, and electronic forms to request vendor loaner trays with the physician’s office, the Operating Room (OR), Central Sterile (CS), Purchasing, and Receiving. This practice facilitates communication between all parties and digitally documents what comes into the facility, which in turn reduces charges from the vendor for lost instruments, reduces phone calls, and allows for adequate staffing levels and error tracking in orders.  Read Paper

Materials Management Process Improvement in a Patient-Focused Environment

Fellow

Victor Rodriguez, CMRP, FAHRMM & Hugh Autry, MBA, RRT, FAHRMM

2002

Activities related to the purchase, distribution, management, and use of medical equipment and supplies account for a major percentage of hospital expense. During fiscal year 1996, Lakeland Regional Medical Center, Inc. (LRMC) spent 22.7% of total expense on supplies.  The challenge for LRMC is to reduce this percentage to 17% or less in an effort to offset increasing deductions from patient service revenues. Read Paper

Medical/Surgical Central Supply Logistics’ LUM Stockless with Point of Use Closed Cabinets

Fellow

William A. Myers, MS, CHE, RD, LD, CMRP, FAHRMM

2004

I have written this detailed paper as an example of a facility that has combined low unit of measure (LUM) and a full utilization of electronic data interchange (EDI) in a closed cabinet environment for the clinical end users. My role in this process has been to develop processes to monitor shrinkage, lost charges, as well as to utilize the closed cabinet process for both patient charging and reordering. Read Paper

Medical Waste Improve Safety and Save Money

Leading Practice

Rex A. Stephenson

2005

There can be many improper uses for medical waste containers (red cans) and disposing of medical waste in many areas of a hospital. In patient rooms, visitors can place soda cans, pizza boxes, and more into our red cans. Medical staffs should help dispose of improper items in the red cans. To do so, staff should be educated on proper waste disposal and some processes should be changed. Read Paper

Not Just Buyers - Enhancing the Stature of the Procurement Function in Your Organization

Fellow

William P. Stitt, CHL, CRCST, CMRP, FAHRMM

2004

This paper will discuss the benefits of working to elevate the skill level of the purchasing professional in the healthcare setting so that they may contribute to the management of expenses and the overall supply chain as well as positively impact the financial bottom line. The paper will explain why this is a necessary aspect of today’s materials environment, tools that can be used to achieve those goals, implementation of this methodology, and the continued refinement and communication of the process. Read Paper

Paperless-Based Initiatives for Medical Logistics

Purchasing Ethics

Leading Practice

Gene Crokus, CMRP

2006

No one subject draws more inquiry, criticism, or attention than the purchasing ethics aspect of the materials function. Ethical practices are important; what we say and do travels far and wide, yet we give short shrift to the subject and offer little or no training to our front line staff. This paper offers a dialogue regarding practical ethics for the Materials Resource professionals. Read Paper

Rejuvenating the Supply Cart System

Fellow

Debra L. Mark, FAHRMM

2002

Using Lock Haven Hospital as a case study, this article explores evaluating, redesigning, and implementing a more efficient par level supply cart system to meet the customer’s needs. Due to the changing of software, old procedures for replenishing supply carts was no longer functioning as efficiently as with the prior software. Using continuous quality improvement, the par level system was flowcharted, evaluated for ease of use, and the Location Pick List was realigned to match the supply cart. Read Paper

Rethinking the Laundry Process

Fellow

Jeffrey F. Solarek

2009

Linen expenditures and laundry processing account for a large portion of our six members Health Delivery System’s (HDS) budget.  As a part of our of our continuous improvement quality process, we identified the need to streamline our linen and laundry operations in order to improve efficiencies and drive out costs.  Our goal was to utilize modern methodology and technology to implement and sustain linen and laundry best practices – therefore driving savings and nursing satisfaction throughout the system. Read Paper

Leading Practice

J. Michael Marovich

2006

SAP: Is it the Network Centric Logistics Solution for the Army Medical Department?

Fellow

Major Sam E. Haddad, FAHRMM

2004

This study identifies whether DMLSS or SAP is better suited to act as the transformation agent to align the Army Medical Department with the Single Army Logistics Enterprise. This was accomplished through the use of supporting reference material based upon the concepts, studies, and the principles of Army Transformation, Focused Logistics, Force Health Protection, Enterprise Resource Planning, intermediate level CLVIII supply support requirements, current medical logistics information systems, requisition and data flow, and communications requirements. Read Paper

Save Money on Cellular Phone Plans and Improve Employee Satisfaction in Supply Chain Management

Fellow

J. Travis Dowell

2009

How can a supply chain manager raise employee morale and satisfaction? Numerous ways! A supply chain manager can read magazines, search the internet and attend educational seminars to learn about ideas that raise employee morale and satisfaction. Ideas such as better benefits, better pay, better facilities and better equipment are on the list. These are great ideas but these items are expensive to a healthcare institution. Money does not grow on trees and most healthcare organizations have finite financial resources readily available to them to make immediate changes. So, let’s get innovative and ask the following question, how can a supply chain manager raise employee morale and satisfaction plus save its’ employees money? Read Paper

Strategic Sourcing in Healthcare

Fellow

John P. Willi, MBA, CPCM, C.P.M., A.P.P., CMRP, FARHMM

2012

Focusing on strategic sourcing is a must in today’s challenging healthcare environment for any organization. This AHRMM Fellow paper examines what exactly is strategic sourcing, and what are its benefits. The paper addresses several leading practices helping to achieve sustainable results, including identifying opportunities by conducting a strategic sourcing process, preparing a supplier profile, understanding supplier risk and recognizing dynamics of a supplier market. Read Paper

Streamlining Operations Through Establishment of Work Standards

Fellow

Beverly Slate, CMRP, FAHRMM

2003

Reducing the cost of patient care is an issue that is at the forefront of concerns for all hospitals. The manufacturing industry often decreases the cost of production by reducing personnel and purchasing new equipment and supplies. This solution is not always feasible for hospitals due to the need for hands-on patient care and the potential end result of decreased quality of care. Instead, hospitals must maximize the use of their resources more efficiently. Read Paper

Supply Utilization: Expanding Supply Savings Efforts

Fellow

Darcy Aafedt, CMRP, FAHRMM

2012

A case-study describing Banner Health's implementation of a strategic initiative to address supply utilization across seven states in 23 facilities. Read Paper

Surgery Case Study for Procedure Based Charges: Instrumentation Used and Consumable Supply Costs

Fellow

S. Patrick Tabor, FAHRMM

2002

Our goal was to review the largest number of Operating Room (O.R.) procedure charges with ICD-9 codes to determine the bulk of O.R. Revenue. This information was compiled in an effort to begin the process for establishing procedure-based charges for the most common O.R. procedures. Read Paper

Leading Practice

Bryan Evarts, CMRP & Marge Trautwein, RTR

2006

The greatest expense in hospitals resides in the surgical services area and related departments. In order to meet the demands of the institution, the right products must be available. If not, the consequences could be rescheduled or cancelled surgeries. Processes are outlined for hospital staff to ensure the right items are available when necessary, as well as establish consistent processes, reduce inventory levels, implement inventory control measures, and more. Read Paper

Fellow

Dale L. Locklair, FAHRMM, CMRP

2012

This Fellow paper examines internal supply chain processes and hospital management principles that are expected to bring best results - reduced costs and improved quality of care - in the new value-based purchasing model. Read Paper

Use of Vendor Supplied Information Technology and Contract Negotiation to Reduce Value of Inventory

Leading Practice

S. Hugh Blythe, CMRP, Linda R. Stalnaker, Jim Ghiglione

2003

Implant costs are a major portion of a surgical service budget. Through vendor supplied technology, input from clinicians, and contract negotiation, implant inventory value can be reduced. Carolinas Medical Center sought methods of inventory reduction without compromising patient care or clinician satisfaction in the Surgical Services Department. After investigating many venues, the authors looked into one of the more costly elements of their supply mix − orthopedic trauma implants. Read Paper

Value Analysis Approach to Supply Chain Management

Leading Practice

Allison M. Long, CPM

2004

Value Analysis brings into perspective how or why we purchase products and services. While Materials Managers have always understood value analysis, the “consumer” did not. Through the interdisciplinary teams, St. Luke’s Hospital & Health Network in Bethlehem, Pennsylvania, was able to gain understanding and have aligned goals for achievement of cost savings, while maintaining or increasing quality. Read Paper