2021 Advisory Board Provider Seat Candidate: Dawn Watkins, CMRP

Dawn Watkins, CMRP

Director, Strategic Sourcing
UF Health Shands
Gainesville, FL

Describe why you are a good candidate for this leadership role.

I have been fortunate to work in supply chain functions for a variety of industries over the past 25 years. Although there are distinct differences in between manufacturing and healthcare, there are many universal truths regarding supply chain activities and more importantly, the people that carry out those activities to achieve the organization’s mission. Whether as a past forklift driver or in my current role as Director of Strategic Sourcing, I believe my well-rounded background and passion for continuous improvement has prepared me for this important leadership role.

Success in my current role relies heavily on consensus building. This has not always been a strength for me. Over the years, I’ve learned that Maya Angelou’s quote holds true: “We are more alike, my friends, than we are unalike.” Although I could easily provide examples from supplier negotiations, my most prized success has been internal with multiple key stakeholders. As a recent example, our organization issued a system-wide Request for Proposal for blood bank and therapeutic apheresis services. I had very little knowledge of either topic, so I quickly began the process to “seek first to understand.” I scheduled time to interview each key stakeholder to understand their vision of success. Throughout our discussions, they would point out areas of strengths and weaknesses, which quickly became a list of deliverable requirements. One team was considering the option to provide therapeutic apheresis services by employees versus the outsourced contract. After reviewing their pro forma, it became painfully obvious that it was missing several key data points, including the assumption that only 1 (one) piece of equipment would be needed versus the 5 (five) currently deployed by the contracted supplier. I worked with my leader to communicate with team’s senior leader, improve the supplier’s offer, and most importantly leave ground for the team to stand on when the financials were revised. That exercise prevented our hospital system from making a costly mistake that may very well have led to patient care service delivery issues.

Describe where you see health care evolving, and what you see supply chain’s role being in those future models.

First and foremost, I see technology as a driving force in the future of healthcare. This will foster patient engagement with more remote monitoring and telehealth options, while continuing to increase the need to be vigilant towards cybersecurity. Second, we are still bracing for the full impact of aging baby boomers, a demographic shift often referenced as the “gray tsunami.” Last but not least, Covid-19 has taught us that there will likely be new and emerging illness in the future.

While this may evoke images of gloom for some, there is an optimistic view for supply chain. We must continue to measure and improve on our state of readiness. The AHRMM Keys for Supply Chain Excellence offer specific KPIs to accomplish this goal and to bring us closer to the intersection of CQO.

I often think of a HBR article written by Dr. Hau L. Lee in October 2004 titled The Triple-A Supply Chain. It captures the spirit of the universal truths I mentioned earlier. Regardless of your industry, Dr. Lee concludes through years of research that strong supply chains invest in Agility, Adaptability, and Alignment. We will certainly need all three of these to support the complex, ever-changing landscape of healthcare.

How will your leadership and vision strengthen AHRMM? Share your thoughts, making sure to touch upon the following: AHRMM’s mission, strategy map, the future of health care supply chain, and the CQO movement.

I truly stand ready to serve in whatever capacity is best for AHRMM. Like a Golden Retriever, you will find me to be calm, dependable, diplomatic, and loyal. I’ll also chase down and return whatever you throw my way… happily!

The organization’s mission and strategy map are also well aligned with my personal beliefs, specifically as it pertains to development. I eluded to the fact that I was once a forklift driver. Like many people in our profession, I didn’t grow up thinking I would work in supply chain. Instead, I found an entry level supply chain position at a local factory in the small town where I graduated from high school. I went into that interview looking for stable, full-time hours to allow me to attend college at night. As is often the case, I had no awareness of the path prepared before me. It took me 9-1/2 years to complete my Bachelor’s degree while working full-time and raising a family. I was blessed once again when I was accepted into UF’s Professional MBA program, where I attended class on weekends. Development and education has been a lifetime pursuit and, as a result, my first recommendation to anyone seeking career fulfillment.

From an industry standpoint, AHRMM’s strategic goals under the headings of voice and impact are also sound investments for our future. We are fortunate to have a strong professional organization to advocate and advance our needs in this industry. It would be my personal honor to support this strong effort.

Background

Active member of AHRMM for 11-2/3 year(s) (Total number of years as AHRMM member are the same, reaching 12 years on 9/4/2021)

Years in healthcare: 15

Years worked in the healthcare supply chain profession: 15

Years worked in current position: 11

Number of direct reports: 3

Number of employees in your department: 17

Describe your current position and responsibilities:

Responsible for leading, planning, and executing sourcing strategies for various UF Health health science entities. Contributes to quality, clinical and financial initiatives by actively seeking and facilitating opportunities for standardization, decreased operational expense and increased revenue with contracting, purchasing, and value analysis. Develops innovative supplier relationships that deliver immediate and sustaining organizational value. Develops and directs cross-functional Value Analysis Committees to achieve supply cost savings targets and ensure optimal use of organizational resources. Develops and maintains collaborative relationships with medical and hospital staff to insure results-oriented project outcomes while maintaining and improving the quality of care provided to patients. Maintains substantial managerial responsibility and requires a broad range of skills, including critical thinking skills, considerable judgment and initiative.

Service

List service to local chapter and to AHRMM national, including all committee/task force involvement, and whether you served as a member or as chair, within the past 5 years.

I began serving on the AHRMM Education Committee in January 2021.

List Annual Conferences, Leadership Training Conferences, and Thought Leader Summits attended, including dates and locations, within the past 5 years:

09/22/2020 – 10/08/2020 | AHRMM20+ Virtual Conference & Exhibition | Virtual Attendance
09/15/2020 – 09/17/2020 | 2020 Vizient Connections Education Summit | Virtual Attendance
07/28/2019 – 07/31/2019 | AHRMM19 Full Conference | San Diego, CA
04/02/2019 – 04/05/2019 | 2019 Vizient Spring Connections Summit | Las Vegas, NV
05/07/2018 – 05/09/2018 | GHX Supply Chain Summit | Las Vegas, NV
04/10/2018 – 04/13/2018 | 2018 Vizient Spring Connections Summit | Southlake, TX
04/10/2017 – 04/10/2017 | IDN Summit | Orlando, FL
09/28/2016 – 09/30/2016 | 2016 Vizient Clinical Connections | Summit Dallas, TX

Service to professional associations or community organizations to which you belong, including all committees, whether you served as a member or as chair, the year(s) of service, any elected offices held and the year(s) held:

01/01/2016 – Present
- Vizient Clinical & Supply Council - a member driven council that reviews Vizient bids and contract renewals. I served as co-chair, chair, and past chair during calendar years 2018-2020, respectfully. My term was recently extended by 1 (one) additional year through 12/31/2021.