2021 Advisory Board Provider Seat Candidate: Jason Moulding, CMRP

Jason Moulding, CMRP

System Vice President, Supply Chain Management
MultiCare Health System
Tacoma, WA

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

I’ve been connected with AHRMM ever since I started my career in healthcare supply chain management back in 2001 as a Contracts Specialist. As I was new to the supply chain field, I researched organizations and associations that would give me the tools to be successful. I signed up for the CMRP exam as soon as I was able to qualify and passed the exam with a score of 92. That was a proud moment for me early in my career.

Since that day, I’ve been a strong advocate in advancing the supply chain profession by highlighting the need for advanced degrees, certifications, fellowships, and overall acumen of the profession. I’ve personally encouraged and supported dozens of supply chain professionals that worked within my supply chain teams over three different healthcare organizations to obtain their CMRP and I have served on the AHRMM Membership Committee twice over my career.

At this point in my career, I believe that I have a lot to offer by serving on the AHRMM board. As System Vice President of Supply Chain at MultiCare Health System, I have launched and executed a 3-year strategic plan that brought the department from a tactical and transactional service to a strategic division that is essential and relevant to the organization. The strategic plan focused on 4 key strategies: People, Process, Performance and Partnerships. Our primary measures of success in each of these areas increased significantly over the three years. In People, our employee engagement score increased by 12% and was above the national mean; in Process, our Supply Chain division earned an “A” grade in Perfect Order Management and went from #128 to #17 in GHX’s Top Supply Chains; in Performance, our supply expense per case mixed adjusted admissions dropped by 2% over a span of end of 2016 to the end of 2019; and, in Partnerships, our customer service score (Net Promoter Score) increased from the bottom quartile to the top quartile when compared to all of system corporate services.

Executing on a strategic plan and achieving the end goals requires all of the above listed attributes of leadership, clinical alignment, project management, teamwork and a strategic mindset. Our Supply Chain division has since launched a new 3-year strategic plan that still focuses on these 4 Ps, but in an re-defined way that incorporates the lessons learned over the last three years, plus the challenges we face(d) with COVID and a fragmented global supply chain.

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

This is a very complex topic as many factors directly impact our healthcare system is evolving and not all of those factors have been positive. COVID-19 has accelerated the rapid adoption of telehealth, a shift to non-acute and ambulatory settings, a remote workforce, a fragile supply chain, a divisive political climate, continuing margin pressures, workforce shortages, and the list could go on. Despite all of these variables in play, supply chain has experienced its spot in the limelight and COVID illustrated how strategic of a partner it is to the organizations that we support. Almost overnight, healthcare supply chains across the nation had to look multiple levels up the supply chain to acquire critical PPE, work with non-traditional vendors, mitigate risk and fraud, and in some cases become an importer of record. Our supply chain organizations had to partner not only with other hospitals and system that they competed with, but on counties, states and the federal government to secure critical supplies to take care of our communities. Again, these activities and strategies helped to accelerate the supply chain journey from the basement to the boardroom.

From a post-COVID perspective, our healthcare supply chain is not going to be the same as it was prior to the pandemic and this is a good thing. Our supply chains are working more strategically, increasing the acumen of our supply chain professionals, and getting more savvy from a business/supply chain intelligence perspective. The use of machine learning and artificial intelligence is critical in keeping our supply chain resilient in the years to come. Diversifying commodity supplies will also be very important, not from just a public health perspective but from a national security standpoint. Advocating for near-shore and domestic production of medical supplies has become critically important.

Supply Chain will also need to become more adept in customer segmentation in order to serve the full continuum of the healthcare spectrum. Distinct class of trade strategies is very important as it is apparent that a “one size fits all” approach to supply chain isn’t sustainable in the traditional acute care model. Our teams will also need to have clinically integrated supply chains, with professionals that excel in project management, change management, sales and analytics to maximize on cost reduction strategies of pricing, standardization and utilization. Partnerships with clinical, operational and finance will be the focus as we drive towards Cost, Quality and Outcomes.

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 hope both my educational and professional backgrounds would both complement the Board membership and help to advance AHRMM’s Vision and Mission of advancing health care through supply chain excellence. Being a part of AHRMM’s Membership Committee has given me the opportunity to advocate the importance of certification, especially for new supply chain professionals. Experience needs to be coupled with education to make an impact in today’s rapidly changing and evolving supply chain. Community involvement and political advocacy is also important to keep supply chain topics front of mind. My experience on non-profit advisory boards and public-private partnerships with elected officials would help augment the Board’s membership in advancing

Background

Active member of AHRMM for 18 year(s) (Total number of years as AHRMM member 18)

Years in healthcare: 27

Years worked in the healthcare supply chain profession: 20

Years worked in current position: 5

Number of direct reports: 7

Number of employees in your department: 220

Describe your current position and responsibilities:

As the System Vice President of Supply Chain at MultiCare Health System (MHS), I provide leadership and strategic direction in Supply Chain Management and Contract Management for the organization’s full continuum of care and develops strategies, policies and practices that are aligned with organizational mission, vision and values. Accountable for the enterprise wide supply budget, contracting, purchasing, materials management, value analysis (CQVA), capital management, warehousing, inventory management, distribution, print shop, courier services and supply chain information systems. Act as a key resource and advisor to Executive leadership and serves as a champion for organizational cost reduction, service improvement and quality enhancement initiatives and as a change agent for process improvements resulting in industry best practices across the enterprise.

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.

Within the last five years, I’ve served on the AHRMM Membership Committee for the 2017 year. This was the second time serving on that committee.

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

SMI
ACHE
IDN Summit
Vizient Annual Conference
AHRMM Annual Conference & Exhibition

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:

Member of Advisory Board of St. Vincent DePaul of Tacoma, WA
Member of the Board for the Washington Hospital Services, WSHA
Member of the Public-Private PPE Task Force for the State of Washington