A template for success: combining clinicians' expertise with national resources

Hospital leaders and performance partners can quickly resolve issues that traditionally may take weeks by embracing aligned goals and integrating expertise across teams. The foundation for success was built first by mapping out the goals shared between INTEGRIS Health and Vizient, then working at the leading indicators for improvement. As a result, INTEGRIS Health was able to pivot operations quickly as the COVID-19 outbreak worsened, taking actions such as procuring hand sanitizer from a local brewery.

"We focus on the combined efforts of people, process and technology to bring proactive and optimal supply replenishment into clinical care areas and get clinical providers back at the bedside," said Matthew Ziehme, associate vice president, Vizient.

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"The partnership creates a true integration of Vizient expertise with INTEGRIS Health expertise. When we become embedded, that’s the furthest level of integration."

Micah ParkerMicah Parker
Vice President of Supply Chain

Strengthen partnerships by aligning goals

INTEGRIS and Vizient leaders shared the same foundational values, or pillars of excellence as INTEGRIS refers to them. By mandating that each supply chain initiative be viewed through INTEGRIS Health’s seven pillars of excellence, and the framework of people, processes and technology, the team built a foundation of flexibility.

supply chain expertise

A culture of trust

The integration and intentional alignment of values led to a valuable byproduct — a culture of trust. Supply chain brought information and supplier relationships to clinical caregivers in the spirit of collaboration.

speed to value through partnership

Speed to value

The alignment also enabled INTEGRIS Health to quickly generate value. For example, $2.5 million in savings was realized by committing to work mostly with one partner for cardiac rhythm management.

Procedure Sites of the Future: Four Ways Supply Chain Leaders Can Prepare Now

Nearly 85% of procedures are performed on an outpatient basis today, according to a report by Sg2, a Vizient subsidiary, but they have largely remained inside the four walls of the hospital. During the next decade, many of the procedures may transition outside hospital walls to lower-cost, lower-acuity ambulatory care sites.

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There is no 'one-size-fits all' approach to preparing for these ambulatory shifts. Understanding your organization’s strategy and what steps you should take now will position your supply chain for success.

Micah ParkerVice President of Supply Chain, INTEGRIS Health

What COVID Taught US About the Health Care Supply Chain

Reflection by Judi Proctor, senior consultant, supply chain management operations, Vizient on the pitfalls of traditional supply chains and lessons learned on how to minimize disruptions when problematic scenarios occur.

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Yale New Haven Health supply chain transformation

Under the tutelage of Lori Lee, senior vice president of clinical operations, Yale New Haven Health System transitioned suppliers during the outset of the COVID-19 pandemic, with Vizient leading the RFP process.

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Speed to value at Providence

Elie Bahou, senior vice president and chief pharmacy officer, partnered with Vizient to create the Providence Health Pharmacy Network, creating a systemwide approach to its $2.5B drug spend.

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Prepared for anything at Ochsner Health

Under the leadership of Debbie Simonson, system vice president of pharmacy services, and partnership with Vizient, Ochsner Health has built in resiliency into its supply chain to weather disruptions.

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Supply chain operations

Uncover supply chain potential. Efficiency maximizes potential and it all starts with a detailed assessment from our experts.

Supply chain assurance

Supply chain assurance requires a new approach to increase trust and transparency. We are evolving the way we support member-guided needs to reduce the impact of demand surges and supply shortages.