Uncover supply chain potential. Efficiency maximizes potential and it all starts with a detailed assessment from our experts.
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.
Strengthen partnerships by aligning goals
INTEGRIS Health and Vizient leaders shared the same foundational values, or pillars of excellence as INTEGRIS Health 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.
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
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.
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.
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.
Want to know the top performers in healthcare?
The Vizient Quality and Accountability Rankings recognize top performing organizations that deliver superior patient care and have excellent supply chain operations.
Lori Lee, senior vice president of clinical operations, took the helm of Yale New Haven Health System's supply chain and began a distributor transition during the height of COVID with Vizient leading the RFP process.
For Ellie Bahou, senior vice president and chief pharmacy officer at Providence, implementing a systemwide pharmacy network was the path to improving Providence’s operational performance. By aligning pharmacy operations across its 53 inpatient and outpatient facilities, the health system saved $8.5 million on drug spend.
Under the leadership of Debbie Simonson, system vice president of pharmacy services, Ochsner Health has built-in resiliency into its supply chain to weather disruptions. Simonson and the Ochsner team had a plan in place for accessing these medications to meet exploding demand.
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.