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The secret to best-in-class supply
chains
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Best practice: It’s all about the strategic plan
by David S. Kaczmarek, FAHRMM, CMRP
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here are many good supply chain Their plans for the future may help you for- the future and what constraints you
operations in healthcare today. Sup- mulate yours. may encounter.
ply chain practitioners are oversee- The major stakeholders in your organi- • A definitive picture of where you want to
ing teams that reliably get the right prod- zation – C-suite, IT, key physicians, supply- be at some future point in time. Most stra-
uct to the right place at the right time, etc. intensive departments, nursing – have two tegic plans look out for about five years.
Taking care of the basics – another best prac- roles in the plan development. They should Yours can be a little shorter or longer de-
tice for another column – is important; no be part of your research. What are their pending on the amount of change needed
supply chain operation can be successful needs now and in the future? What are their and the degree of difficulty of that change.
unless that happens. expectations? They should also be sound- The ultimate goal(s) should include the
But there is another aspect of truly great ing boards for early drafts of the plan. Their benefits expected and the resources
supply chain programs that is a clear buy-in and cooperation will be needed to needed.
differentiator from the normal. I believe it turn your final plan into reality. • Key milestones with projected accom-
is an absolute requirement for anyone de- There are many ways to format a strate- plishment dates. This is your way to track
siring to be a world class or best in class gic plan. Some of the elements I believe are progress and assure that the plan contin-
supply chain. They all have strategic plans. important include: ues to move forward in a timely manner.
Have you ever heard the phrase, “If you • Your mission, vision, and values. While
have no idea where you are going, how will formulating these can sometimes feel like Tell everyone
you know when you get there?” Nothing an unnecessary exercise, the time and en- Once your plan is complete there is one
could be more true of a supply chain op- ergy used is generally well worth the ef- more step. You need to publicize it widely.
eration without a strategic plan. Your stra- fort. This is where the supply chain ex- Arrange for a presentation to the executive
tegic plan is both your guiding light and ecutive and his/her key team members team and even the board. If you can, present
your anchor. It is so easy to become overly come to some consensus on who they are it to the medical executive staff. Make sure
involved in the tactical, day-to-day opera- (mission and values) and who they want you highlight how the changes will benefit
tions and forget about the future. We need to be (vision). It is a team-building exer- the individual audience. Present an outline
a concrete, written plan that goes beyond cise and the start of the visioning needed to the full management group and to your
what we want to accomplish in the next for a solid plan. One item of note: While full department. Make sure everyone is
week or month or year. Without one, your the team should collaborate on the for- aware that there is a plan, and keep them
strategic accomplishments will be limited mation of these items, the supply chain abreast of its progress.
at best. executive must assure that his/her vision If your priorities are getting through the
and values are at the core. day without a fire starting then you can skip
Reach out • A clear understanding of the current state. this best practice. But if your goal is to be a
Developing a strategic plan is relatively easy. You need a defined starting point with great department, you can’t get there with-
Developing a good strategic plan is a little which to build improvements and mea- out one. Invest the time and develop a stra-
more difficult. This is not an exercise for an sure progress. For this you must recog- tegic plan. You will be on your way to world
hour of quiet time at your desk. A good stra- nize and articulate what is happening class.
tegic plan takes research, interaction with now. This is one place where you should Remember what Yogi Berra said, “If you
customers and executives, input from key consider bringing in consultants. It is dif- don’t know where you are going, you will
staff members and lots of iterations. ficult to be genuinely objective in review- wind up somewhere else.” HPN
Research is an important element of plan ing your own operation. Good consult-
formation. Start with a thorough review of ants will bring this objectivity and a more David S. Kaczmarek, FAHRMM, CMRP, is a
the hospital’s and, if appropriate, the global view of what is possible. They can Derry, NH-based director at Wellspring Part-
system’s strategic plan. You should become help in both the current state and ideas ners, a Huron Consulting Group Practice,
familiar with what supply chain depart- for the future. Chicago. Kaczmarek has more that 25 years ex-
ments in your market area are pursuing. • A SWOT (strengths, weaknesses, oppor- perience in healthcare administration and mate-
Then take your search for information and tunities, and threats) analysis. Once rials management, including director positions
ideas national. Learn about current trends you have done your homework it is at several hospitals and systems. He can be
and what is being envisioned for the future. time to list out what is working, where reached via e-mail at dkaczmarek@huron
Don’t ignore your trusted trading partners. the holes are, what will propel you into consultinggroup.com.
64 November 2009 • HEALTHCARE PURCHASING NEWS www.hpnonline.com
0911-BackTalk.pmd 64 10/9/2009, 5:01 PM
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