SPECIAL FOCUS


error and diffi cult to manipulate for lon- gitudinal trending. e needed to create a more sophisticated supply monitoring tool to capture on-hand inventory uantities from -plus hospitals across a multistate integrated delivery and fi nance network to solve for the critical need to: . onitory daily inventory health of both drugs and 


. odel longitudinal supply trending . espond uickly and accurately to a detailed DC-level inventory reuest from the state of ennsylvania Solution(s) delivered: ithin two


weeks of development time we designed developed and launched a web-based crisis inventory management platform in partnership with software engineers pharmacists and proect managers. The platform includes the following features:  Single-sign-on capabilities for enhanced security


 obile-enabled user interface for use in hospitals and inventory storage rooms without having to use a computer browser


 Configurable reminder notifications drug and  lists


 ntegrated DCs and drug database information


 usiness nsights-powered data model- ing trending and visualiations


 portable data and reporting for shar- ing with government agencies This process can now be confi gured to


count and trend any shortage-impacted items not ust for COD. e also pro- vided the solution to other health systems so that they too could leverage the power of the web-based portal with integrated collaboration and reporting tools to moni- tor COD- critical supply counts. Influential,


instrumental leaders:


Cs fully owned commercial supply chain data analytics spinoff ensiamo nc. Cs O and holesale organiation C harmacy C Supply Chain and C ospitals retail long-term care and repackaging pharmacies


Organization: Vanderbilt University Medical Center, Nashville, TN


Supply Chain Department of the Year: 2014 (No. 11)


Teresa Dail, R.N., CMRP, Chief Supply Chain Offi cer, and President, Vanderbilt Health Purchasing Collaborative LLC, Vanderbilt Health Supply Chain Solutions LLC and Carefl uent Connect LLC


Supply Chain-specifi c Challenge(s) faced: C faced the same challenge as many


organiations across our country and globally around the acuisition of  masks. arly on in the process the stan- dard vendor we utilie notifi ed us that the primary mask we routinely purchased would not be available for an undeter- mined but lengthy period of time. s we began to look for alternative products we recognied that we were going to need to begin to conserve our current inventory. s the COD situation evolved our anes- thesia colleagues sought approval to wear an  for all cases reuiring intubation with typically two providers per case. n addition our surgical specialties began to ask our  approval committee to consider waivers allowing  usage for all providers in the room for very specifi c case types trauma T pulmonary. LD and others. ecause pre-op testing was not even being contemplated at this time due to all elective cases being cancelled it became evident that we needed to develop a plan under mergency se uthoria- tion to allow us to maimie the use of the s. Solution(s) delivered: The supply chain


at C reached out to colleagues at the niversity of ebraska to discuss an initia- tive they had implemented around the use of  light to effectively decontaminate and therefore allow for reuse of the  mask. fter reviewing their process and data this information was presented to our infectious disease eperts for their input. Support was gained to implement this process at C. The technology was not new to our S team which utilies these devices to clean specific clinical areas such as our burn unit. The concept of reprocessing was shared with the chairs of all the departments as well as our inci- dent command and eecutive leadership. Once approval to proceed was received we began work with our facilities manage- ment and environmental health and safety team to literally build out an unused area within the medical center to ensure a safe environment in which this initiative could be achieved.  task force was established including surgeonsanesthesia infection prevention sterile processing perioperative leader- ship environmental health and safety uality and nursing education. Standard operating procedures and staff education were developed.  full communication plan for the perioperative team as well as the organiation was developed and implemented.  plan was also developed to shift the management of the day-to-day issuing of new s to the perioperative clinical team. This was done to place own-


18 September 2020 • HEALTHCARE PURCHASING NEWS • hpnonline.com


ership on the unit to drive compliance of reprocessing.  decontamination was implemented initially in surgery in our adult and childrens hospital. t was then epanded to other units also utiliing s including the emergency depart- ment and clinics. e also implemented and supported this process for one of our community hospitals. Once the D approved the use of hydrogen peroide for decontamination we shifted to use of our onsite steriliation devices at all sites. Influential,


instrumental leaders:


ncluding those listed above  would like to acknowledge Ten ed which helped us uickly fi nd and then provided an addi- tional Skytron unit. The representative also worked to ensure proper training of our staff as the unit we purchased was differ- ent than the two already owned.


Organization: Dartmouth- Hitchcock Health, Lebanon, NH


Supply Chain Department of the Year: 2020 (No. 17) Curtis Lancaster ice resident Supply Chain Division Dartmouth-itchcock ealth Supply Chain-specifi c Challenge(s) faced: nderstanding in real-time the uantity of  we had on hand and on order. eviewing that data and then predicting which shoe would drop net i.e. after masks its gowns. Solution(s) delivered: e gathered proected utiliation from clinical stake- holders and built a supply and demand model that proected need by month. The model could be adusted by anticipated surge levels as well. The model not only helped us anticipate  needs due to COD but also the reuirements for recovery. Infl uential, instrumental leaders: One involving clinicians early to understand what we were doing and the information we needed form them. Two our ncident Command Center served as the primary recipient of our models output they could act based on our analyses. Three making sure our Operations Team knew where everything was we were sourcing and receiving  at unprecedented levels and fi nding places for it was challenging we also opened a new warehouse dedicated solely to fulfi lling the  needs of our hospitals. HPN


Visit https://hpnonline.com/21149887 for sidebar: Award-winning Supply Chain team leaders suggest solutions to pandemic-related product shortages.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62