Vice President of Supply Chain
The University of Kansas Health System
Kansas City, KS
Describe the reasons why you would like to run for the Advisory Board.
Giving back to the healthcare industry is a passion of mine and the AHRMM Advisory Board is an impactful organization that influences change.
Providing unique insights and experience as an academic healthcare organization, The University of Kansas Health System is evolving current healthcare supply chain practices both internally and across the State of Kansas. A collaboration with ARHMM would be impactful to both organizations.
The COVID-19 pandemic brought about several opportunities to do business differently; AHRMM provides an avenue that helps foster idea-sharing across the healthcare community.
Describe why you are a good candidate for this leadership role.
As Vice President of Supply Chain, I am responsible for building strong teams and driving operational excellence in a learning environment that accelerates value for the organization. I have a robust clinical background with over 20 years in the Cardiac Cath lab and interventional radiology. I have an additional 20 years of experience in supply chain operations, strategic development, contract negotiations, and patient-centered cost-savings initiatives while ensuring that patient quality and safety is never compromised.
At The University of Kansas Health System (TUKHS), I, along with my senior leaders, formed several functional areas of Supply Chain: Clinical Supply Optimization (CSO), Distribution and Logistics (D&L), Business Applications and Analytics (BAA), Warehouse Operations, and Business Sourcing Strategies (BSS), and Operational Sourcing. Each team is involved in making sure the health system gets the right product, at the right price at the right time in partnership with the right clinical team and the right supplier as our ideal approach. This program stands alone as one of a kind.
Last year Accomplishments
- Med-Surg Distribution conversion/command center
- Exploration of Courier/Fleet services
- Implementation of Workday Employee Readiness Program (ERP)
- Implementation of a new Warehouse Management System (WMS)
- 24/7 pandemic support
- Continued team development and succession planning
- Launched annual strategic planning retreats for all supply chain leaders, managers and above
- Implement system-wide contract controls
- Began formation of a Home Medical Equipment business as a revenue stream
- Continued advancement of foundation repair for SC: Back to the Basics (B2B) program, Identifying and solving gaps, Lean promotion development and education
Describe where you see health care evolving, and what you see supply chain’s role being in those future models.
Continuing to place healthcare supply chain professionals in the executive suite is critical for affecting long- term change.
The pandemic has taught us to partner differently outside the walls of our organizations and through influencing the ways in which we do business. Using innovative, out-of-the-box strategic planning will help us all be more prepared for future global events.
Clinically integrating supply chain into healthcare organizations is becoming a major driver in our industry. This leads to more transactional supply chains. In conjunction with Value Analysis, incorporating Utilization Management into supply chain makes these programs more impactful.
The employment of professionals from diverse backgrounds and experiences brings innovative ideas and new business methods.
Connectivity through technological advances is a game changer. Investing in people and technology provides our patients and staff with better and safer care.
How will your leadership and vision strengthen AHRMM?
Rarely in health care is there a strong collaboration between supply chain and clinical end users. Physicians are often unaware of the impact on the price or contract of the products they use. I built a Clinical Supply Optimization (CSO) team who bridged that gap and created open and trusting professional relationships with our clinicians.
By partnering with our supply chain functional teams and providing price transparency, market share information, and contract options, we have seen significant cost savings and a reduction in the variation of products used. Additionally, patient safety has increased to a level the health system has never experience with no PSRTs reported since July 202. CSO brought Supply Chain and end users to the same table to work together.
In addition to advancing patient safety measures, we have also begun an education program designed for a variety of audiences, from physicians and clinicians to front-line workers. We have centralized our supply chain to reach all of our clinics across Kansas with specific policies and procedures in place that apply to all locations. I will apply the same, strategic mind-set in service to AHRMM and share my knowledge and insights from the many successful programs I have built with my teams at The University of Kansas Health System
Active member of AHRMM for year(s) (Total number of years as AHRMM member )
Years in healthcare: 40
Years worked in the healthcare supply chain profession: 20
Years worked in current position: 3
Number of direct reports: 5
Number of employees in your department: 225
Describe your current position and responsibilities:
Establish new principles and concepts as a part of the overall strategy to execute the strategic vision
Identify areas of risks within the strategic plan and develop analytical models to mitigate and manage those risks
Work with Supply Chain leadership and cross-functional experts to identify emerging industry trends in regulatory, political, or logistical areas which may have implications for Supply Chain
Implement systematic approaches and clear processes in alignment with the strategic vision
Partner in developing new fulfillment concepts to integrate into Supply Chain practices to improve overall customer experience, front-line staff experience and reduce the overall total cost of fulfillment
Drive and influence business-critical decisions that will reduce overall fulfillment costs, while increasing the availability of the right products for our customers
Craft proposals for new concepts, improvement plans, 2–3-year strategy and overall business outlook for Supply Chain
Provide strategic insights that challenge existing limitations and conventions to drive growth and performance
Partner with cross-functional teams throughout the Health System to drive innovations regarding the Supply Chain strategic vision
Develop models that will support future business initiatives and improvements to the overall customer experience
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.
- Not Applicable
List Annual Conferences, Leadership Training Conferences, and Thought Leader Summits attended, including dates and locations, within the past 5 years:
- 2022 – Alliance of Cardiovascular Professionals (ACVP) Virtual Conference February 19, 2022 2021 – None, due to pandemic
- 2020 – The Advanced Revascularization-Chapter XV (ARCH) Symposium, St. Louis, MO
- 2019 – Vizient Summit, Las Vegas, NV; ARCH Symposium, St. Louis, MO; Strategic Marketplace Initiative (SMI), Irving TX
- 2018 – Vizient Summit Las Vegas, NV; ARCH Cardiology Symposium, St. Louis, MO
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:
- President of Christ our Savior Lutheran Church 2019 to present
- Serve on the KU Supply Chain School of Business Board 2019 to present
- Serve on the Project C.U.R.E Board 2021 to present
- Service on Institute of Healthcare Executives and Suppliers (IHES) Board for supply chain executives 2021 to present
Honors and awards
- October 6, 2021, Medline Newsroom Staff “Influential Women in Healthcare Supply Chain”
- December 2020, The Journal of Healthcare Contracting, “Women Leaders in Supply Chain”
- Greater than $43 million savings via non-salary cost reduction for 2015
- Greater than $39 million savings via non-salary cost reduction for 2014
- Greater than $35 million savings via non-salary cost reduction for 2013
- Highest Overall Supply Network Satisfaction Score Award for 2013
- Greater than $18 million savings via non-salary cost reduction for 2012
- Sharps Injury Prevention Award for 2006