2021 Advisory Board Provider Seat Candidate: Ed Hisscock

 

Ed Hisscock

Senior Vice President, Supply Chain
Trinity Health
Livonia, MI
 

 

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

I love what I do. I have found a home for my passions in our profession, and I have learned to inspire others to this very purposeful work.

If someone would have told me when I graduated from engineering school that I would one day be leading supply chain for one of the country’s largest IDN’s, I would have thought them nuts. My journey has been one of insatiable learning through experiences that I believe can be of service to AHRMM.

My formal education has been anything but traditional. Starting with a degree in electrical engineering, then a degree in behavioral science, capped with a master’s degree in supply chain from the top program in the country. Each degree served a purpose as my career aspirations grew and now serves a perfect foundation for leadership. I understand technology and the role it plays in the work we do. My understanding of human behavior and group dynamics has helped me succeed in an industry that relies heavily on influence-style leadership. Finally, I went back late in my career to obtain a master’s degree in supply chain from Michigan State to learn tools and techniques that other industries utilize to improve performance.

I’ve successfully applied those learnings across all healthcare supply chain modalities. Each of these experiences sharpened my skills and broadened my capabilities. The confidence that I gained inspired me to start two companies. Leading a startup, I wore all hats, needed to think on my feet and nimbly plan, plot and execute a course for the business. Both companies remain a going concern and I’m proud to have had the experience. It is said that experience is the best teacher. I am a product of the that proverb.

Finally, when I decided to come back to the provider side, I also made a commitment to giving back. I have been a long-time advisory board member for the IDN Summit, fulfilled a term on the board of the Bellwether League and continue my service to the Michigan chapter of AHRMM. At MAHRMM, we have steadily grown participation at our events and just held our first international event (virtually) in conjunction with Wayne State University. I am also a frequent guest lecturer at several universities including Michigan State, Wayne State and the University of Wisconsin. Additionally, I have judged supply chain case competitions at the University of Michigan Dearborn and Eastern Michigan University.

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

I subscribe to the notion that our industry will necessarily become more consumer driven. This will affect payor models, the type, timing and setting of care, the application of technology and, for supply chain, require new levels of trade relationship sophistication. The waste, inefficiency, and risk that exist today will need to improve for our organizations to compete and succeed.

As supply chain leaders we will be called upon to challenge the status quo and assume more accountability in leaning out and securing our trade relationships. Compared to the consumer sector, our industry carries approximately 15% in trade relationship waste. And the Covid pandemic has taught us all a lesson in supply chain vulnerability.

The Sales, General and Administrative (SG&A) expense of a supplier is a good indicator of the cost to get a product from where it is manufactured, to where it is consumed. The SKU characteristics, demand patterns and logistics in the consumer sector are remarkably similar to those in our industry. The average SG&A expense of the suppliers in healthcare is 38%. The SG&A of the suppliers in the consumer sector is 23%. This comparison suggests that the trade relationships that have developed in our industry represent approximately 15% wase reduction opportunity. The schemas that have developed which drive the waste are complex and deep rooted. It will require strong leadership backed by a strong association providing education, tools, and techniques to challenge the status quo and lean out the processes.

Developing a Supplier Quality and Performance Management (SQPM) discipline is a means by which other industries constantly improve their supply chain efficiency and resiliency. The discipline incorporates elements of risk assessment, deploys tools to monitor and launch corrective action and establishes a framework for improving communication and performance between the trading partners. What COVID-19 has exposed cannot be ignored. A supply chain leaders’ responsibility in this regard is clear.

I believe that building stronger, more efficient, and resilient trade relationships is the foundation that will enable the healthcare supply chain to respond to the changes and challenges of the future.

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.

To become the lowest cost to serve provider in the healthcare industry. That is a very tall order and the vision that I have established for our team at Trinity Health. It requires clinical integration, a means to measure cost to serve and deeper levels of engagement with suppliers.

This vision and my service to other boards align nicely with the AHRMM strategies. From a development perspective, the need to skill up on clinical integration will be furthered through the CQO movement and that connection will provide additional practical applications that will help with CQO momentum. From a voice perspective, we will continue to advocate for the adoption of industry standards and have asserted several recommendations on state and federal support needed to improve supply chain resiliency. From an impact perspective, I have and continue to serve on several boards. I can assist with my experiences with various governance approaches, and I am excited to work on growth strategies with, and through, the chapters.

“Striving to advance health care through supply chain excellence…” these first nine words in the AHRMM mission statement provide the perfect mantra as we go to work every day applying our essential skills to the betterment of the health and wellbeing of the communities we serve. I would be honored to serve that mission

 

Background

Active member of AHRMM for 11 year(s) (Total number of years as AHRMM member 11)

Years in healthcare: 36

Years worked in the healthcare supply chain profession: 28

Years worked in current position: 6

Number of direct reports: 6

Number of employees in your department: 309

 

Describe your current position and responsibilities:

Senior most executive accountable for all supply chain functions at Trinity Health.

 

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.

• 2018-Present: President: Michigan AHRMM (MAHRMM) chapter
• 2017: President Elect: MAHRMM
• 2015-2017: Education Chair: MAHRMM

 

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

• AHRMM20+

 

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:

• 2001-Present: Advisory Board Member, IDN Summit
• 2019-Present: Board Member, Healthcare Transparency Initiative (HTI)
• 2017-2019: Board Member, Bellwether League
• 2015-Present: Supply Chain Board Member, HealthTrust