Knowledge Center

Supply chain leaders share their processes and experiences in managing non-labor and non-personnel expenses.

Provider panelists discuss their post-pandemic approach to their business continuity programs, working with non-traditional buyers, diversifying their suppliers and the increased focus on supply chain analytics.

AHRMM offers definitions and guidance on health care masks, including mask types and efficacies, fit testing guidelines, distributor information and certified equipment information.

In response to ongoing supply chain vulnerabilities and the need for greater sourcing resilience, AHRMM is developing a new resource to support health care organizations in identifying domestic manufacturers of critical medical products.

The Unique Device Identifier (UDI) is comprised of 2 segments: UDI-DI (device identifier) – which identifies the make and model of the device PI (production identifier) – which includes lot, serial number and expiration date At a minimum, your Item Master should include:

Dr. Randy Bradley discusses the attributes leaders must have in order to be effective when managing a multi-generational workforce.

Their goals and objectives are tied directly to the organization’s overall goals Within successful supply chains there is no question as to how their goals and objectives support the organization’s overall goals. Each one can be tied directly to an organizational goal and they look beyond the traditional cost savings role to highlight supply chain’s contributions to improving patient safety and outcomes.

Karen Conway, Vice President, Healthcare Value at GHX and Mike Schiller, Senior Director of Supply Chain at AHRMM discuss the value of UDI beyond regulations highlighting recall management and how manufacturers can help.   Also available as a podcast.

AHRMM presents a four-part series on successful collaboration with suppliers. In part four, Brent Petty, executive industry consultant at Lexmark International, discusses supply chain leaders’ top concerns and how suppliers can be a helpful partner.   The Secrets of Successful Collaboration series

Much of health care supply chain is now working to connect with clinicians to reduce of unnecessary variations and waste to achieve CQO and the Triple Aim. When working to build a relationship with clinicians, your success factor will improve when you come to the conversation with an understanding of their personalities and needs. Below are six areas to consider before you engage them.

Clinical integration starts with physician champions. Supply chain executives can’t be experts in all areas, and successful clinical discussions tend to occur when physician leaders are the ones initiating those meetings with their physician peers. The physician leader should be able to challenge their colleagues to answer the question, “how does this really benefit the patient?” and “does it benefit beyond just improving a process? In addition, as part of the contract negotiations team, a physician can push back on the supplier to ask clinical questions about the product or device.

This book was written to enhance the strategic contributions of the healthcare supply chain in a way that is most meaningful to hospitals’ and health-systems’ value-based goals.

AHRMM19 CQO Summit White Paper entitled CQO: The Power of Clinical Integration.

Capital equipment replacement planning is an activity many organizations engage in year after year. In this two-part series, we will outline a process of evaluating current equipment utilizing specific data elements and identifying where that data can be obtained and discuss how to use data and planning results to prioritize and follow established guidelines to replace only the equipment that needs replacing.

Tracking surgical supplies is a challenge. Average returns for picked supplies is low, O.R. in-and-out traffic to retrieve items is high, and significant staff hours are spent checking consumption, restocking, and locating supplies. UTMC and DeRoyal have developed a "smart" radio frequency identification trash bin that tracks inventory used during a case, charges for that inventory, and shows where items are located in the room in real time.

At Hershey Penn State Medical Center, the supply chain and ED nursing team came together in a Kaizen process to reinvent the way supplies were being managed in the ED. As a result of their efforts, a new business process and system was implemented, which increased nursing satisfaction from 10% to 90%, reduced costs and stock-outs, and created a continual improvement process that supports the team’s ongoing needs.

  Price: Member: $49.00 | Non-Member: $99.00 Continuing Education Credits (CECs): 1 hour

Public and private reimbursement models continue to shift from paying for volume to paying for value. Today, value analysis programs must continue to produce savings while also supporting the attainment of high quality care. Listen as Dennis Orthman, Senior Director of Strategic Marketplace Initiative shares with you the exciting and challenging work that SMI has accomplished in partnership with the Association of Healthcare Value Analysis Professionals.

Contracting strategies, negotiation, and centralized contract management processes can generate significant savings in one of the largest areas of spend. A team of Hospital Executives shares the lessons learned, implementation experiences, and savings they brought their facilities, focusing on the non-traditional areas of spend.

Yankee Alliance facilitated an Orthopedic Total Joint Collaborative in order to identify opportunities for quality improvement and cost reduction, resulting in documented savings of over $8M. In this webinar, the collaborative approach is reviewed as well as the methods deployed to achieve savings, including implant and reimbursement benchmarking, contract strategies, and perioperative supplies utilizing data analysis.