DELIBERATE Playing blunderball


First, the massive Evergreen cargo ship Ever Given ran aground, blocking the Suez Canal and raising hackles about the disas- trous effects on the global supply chain – especially during the pandemic.


A month later, Egyptian authorities impounded the ship, demanding some $900 million in restitution for the imbroglio and for removing the seafaring clot.


What’s noteworthy? Heavy-laden Ever Given still hadn’t left the Suez Canal. The popular comic strip “Family Circus” includes a ghostly character named “Not Me” who is blamed by the kids for just about anything. You know the drill. “Who broke that vase?” Mom asks. “Not me,” the kids reply.


We have our own emotional excuse on which to fall for our lack of foresight, planning


and preparation. This character’s name? “Like Nothing We Have Seen.” This convenient crutch simply justifi es all our initial shock, myopia and resolute apathy against preparing as many contingencies as possible, no matter how seemingly outlandish or unrealistic. Here are some contextually relevant and paraphrased examples from actual news reports during the last year or so. Simply read each statement below, and then after the “to-be” verbs “is/was” or “are/were” you insert the trite excuse, “Like Nothing We have Seen.” Follow the pattern.


“The COVID-19 virus/pandemic is … [insert trite phrase here].” “The violent protests at the Capitol were …” “The recent snowstorm in Texas was …” “The demand on the power grid in Texas was …”


“The amount of absentee and mail-in voting ballots in the November 2020 election was …”


“The protests – both peaceful and violent – about police brutality were …” “The instances of police brutality were …”


“The line at/waiting list for the mass vaccination center was …” You get the idea.


Maybe it’s high time we open our eyes and prepare for as many of those situations “like nothing we have seen?” We’re quick to accept and enjoy the “fi ctional” Hollywood characters and plots in reel life, so why does what’s happening in real life seem so unbelievable that we regularly are caught by surprise? If the last year or two taught us anything, it is that we fail to prepare at our own peril.


DATA BANK


Where do you see the physician’s/surgeon’s professional relationship with Supply Chain heading long-term?


The relationship should weaken as the Chief Medical Offi cer in the C-suite maintains more infl uence with the CEO, CFO and CNO than Supply Chain.


T h e relationsh ip sh ould weaken as th e Ch ief Medical O fficer in th e C- suite maintains more influence with th an S up p ly Ch ain.


th e CE O , CF O and CNO


The relationship should weaken as physicians/surgeons lever- age patient care revenue they generate to justify access to their preference items.


T h e relationsh ip sh ould weaken as p h ysicians/surgeons lev erage p atient care rev enue th ey generate to j ustify access to th eir p reference items.


The relationship should grow stronger under healthcare reform and budget crunches that call for mutual accountability.


T h e relationsh ip sh ould grow stronger under h ealth care reform and budget crunch es th at call for mutual accountability.


There is and will be no relationship between the two. T h ere is and will be no relationsh ip between th e two.


The relationship should grow stronger as physicians/surgeons become employed by hospitals.


T h e relationsh ip sh ould grow stronger as p h ysicians/surgeons become emp loyed by h osp itals.


0 % 4 2 . 2 % 4 . 2 0 % 3 . 0 0 % 5 . 9 0 % 5 . 2 % 6. 8 0 %


5 . 7 0 % 5 . 9 0 %


3 . 5 % 5 . 8 0 %


4 . 8 0 % 4 . 2 0 %


1 0 % 2 0 % 3 0 % 4 0 % 5 0 % 60 % June 2021 • HEALTHCARE PURCHASING NEWS • hpnonline.com 7 0 % 8 0 %


2017 2018 2019 2020


9 0 % 5 0 . 9 %


4 4 . 2 0 % 4 4 . 3 0 %


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7 6. 9 0 % 7 6. 5 0 %


7 9 . 0 0 % CEO Chris Ferrell CRO/CMO June Griffi n | CFO William Nurthen


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EDITORIAL


Publisher/Executive Editor Kristine Russell krussell@hpnonline.com


Senior Editor Rick Dana Barlow rickdanabarlow@hpnonline.com


Managing Editor Contributing Editor ADVERTISING SALES


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EDITORIAL ADVISORY BOARD


Jimmy Chung, MD, FACS, Associate Vice President, Perioperative Portfolio, Providence St. Joseph Health, Renton, WA; Joe Colonna, Chief Supply Chain and Project Management Offi cer, Piedmont Healthcare, Atlanta, GA; Karen Conway, Vice President, Healthcare Value, GHX, Louisville, CO; Dee Donatelli, RN, CMRP, CVAHP, Vice President Of Professional Services, symplr, and Principal, Dee Donatelli Consulting, LLC, Overland Park, KS; Melanie Miller, RN, CVAHP, CNOR, CSPDM, Value Analysis Consultant, Healthcare Value Management Experts Inc. (HVME) Los Angeles, CA; Den- nis Orthman, Consulting, Braintree, MA; Janet Pate, Nurse Consultant and Educator, Ruhof Corp.; Richard Perrin, CEO, Active Innovations LLC, Annapolis, MD; Jean Sargent, CMRP, FAHRMM, FCS, Principal, Sargent Healthcare Strategies, Port Charlotte, FL; Rose Seavey, RN, BS, MBA, CNOR, ACSP, Seavey Healthcare Consulting Inc., Denver, CO; Richard W. Schule, MBA, BS, FAST, CST, FCS, CRCST, CHMMC, CIS, CHL, AGTS, Managing Director Synergy Health NorthEast at STERIS Instrument Management Services; Barbara Strain, MA, CVAHP, Principal, Barbara Strain Consulting LLC, Charlottesville, VA ; Deborah Petretich Templeton, RPh, MHA, Chief Administrative Offi cer, System Support Services, Geisinger Health, Danville, PA; Ray Taurasi, Principal, Healthcare CS Solutions, Washington, DC area


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