SPECIAL FOCUS
depth of subject matter expertise, especially for the people involved in contracting for physician preference items and category management. They have broad clinical knowledge and deep knowledge of the industry, [including] what is happening at other sites and what is under development or newly on the market. In many cases their knowledge equals or exceeds that of individual physicians. This is critical in order to do their work at the highest level, but also for the credibility it gives them with physicians who understand how helpful and important this is when dealing with vendors and the industry.
You work with a leading and prominent Supply Chain team at Mayo as well as a top-flight group of physician supply chain executives within Vizient’s Large IDN Supply Network (LISN). What advice would you give clinicians and Supply Chain professionals outside of Mayo who potentially would like to replicate, if not emulate, the model and working relationships you experience? The main advice I would have is to always remember that we have the same goal – to deliver the highest quality care at the best possible value. If you accept that premise then working together and appreciating the skills and viewpoints we all bring to our work naturally leads to collaboration. That and communication means that we can sometimes disagree but ultimately can get to solutions that make sense. Partnership is key – and that means developing a high level of mutual respect and trust. If we put in the time and the effort to really talk to each other we can get there. It takes commitment and authentic listening on both sides.
SUZANNE SMITH, RN
Senior Solution Advisor for Value Analysis
Lumere, a GHX company Chicago
HPN: In context of the success with Supply Chain you have cultivated and enjoyed over the years, why do you feel it has been
– and sometimes still is – so challenging and divisive for clinicians to become more directly involved in supply chain issues? What are some of the issues that clinicians may have with Supply Chain (the department) that makes them so resistant to Supply Chain advice and recommendations? SMITH: There are three core issues I’ve seen most often contribute to division between Supply Chain and clinicians:
• Lack of a clear understanding of one another’s motivations and priorities (assumed misalignment across supply chain and clinical programs).
• Time constraints leaves little room for collaboration or relationship-building.
• Lack of healthcare data sharing between clinical and operational systems erodes trust. Without interoperability, it’s challenging to bring reliable data together to tell a relevant, compelling story so siloes are created rather than bridges.
One major friction point between Supply Chain and clinicians tends to be product brand preference. Why do you believe clinicians are so hesitant – if not resistant – to change product brands if/ when necessary, particularly if patient outcomes and user safety are comparable or equivalent? Conflicting perceptions? Control and influence? Something else? Oftentimes, a clinician’s unwillingness to switch brands comes down to personal comfort level, ease of use and confidence in the product. It’s also important to acknowledge that many clinicians form strong, trusted bonds with their supplier reps, which can influence their decision. Additionally, some clinicians may not believe there is strong enough evidence or data to support a decision to make a change.
Looking back, what do you feel has been your proudest moment in working with Supply Chain to date and why? On June 18, 2003, Maine’s governor signed into law a comprehensive healthcare initiative known as Dirigo Health. The Maine legislature also included a request for voluntary price restraints from providers and insurers. The bill asked all healthcare practitioners to limit net revenue growth to 3%, and hospitals were asked to restrain cost increases to 3.5% in the coming year, and to limit operating margins to under 3%. Health plans were asked to limit underwriting gains to 3%.
I started working in Supply Chain in 2005, and we took our voluntary participation very seriously as Dirigo Health took hold. We knew if we could execute on major cost savings initiatives by working with physicians, clinicians, hospital administration and suppliers, we would chart a path for MaineHealth’s contribution to lowering the cost of healthcare for its communities.
Our breakthrough project was total joints (hips and knees). We started with purchase data and a savings target and armed with system-wide leadership support. We took our message on a road trip across the State of Maine, asking physicians if
12 July 2021 • HEALTHCARE PURCHASING NEWS •
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consolidation was possible. Surprisingly, they said yes and were happy we asked their opinion. We brought cross-functional stakeholder groups together in the same room and asked, “what are the most important elements to include in a total joint contract?” Their answers informed one of the most comprehensive contracts I’ve ever been a part of negotiating. We moved from line-item pricing to constructs, included specific language around support and instrumentation and kept our suppliers informed and engaged throughout the process. The result was consolidating all eight hospitals under a single agreement and achieving large cost savings that were tracked and reported on each month.
What is the most surprising thing you have learned when working with Supply Chain and why? Physicians are easier to work with on supply chain projects than we nurses!
What did your value analysis leadership at MaineHealth and your experience in Alaska teach you about the importance of logistics and supply chain, particularly against the backdrop of the current pandemic? I learned that the relationships you form along the way are crucial to performing well during a crisis. Establishing simple, repeatable processes with a clear rationale creates a sense of purpose and teamwork between clinicians and supply chain. Excellent planning and communication ensure that the right product is available for the right patient at the right time – even when the delivery happens via barge in the Arctic Ocean! HPN
SMITH IN REAL LIFE
What makes her lose track of time: Cooking and baking.
For what other people (within Supply Chain or outside) always thank her: That I’m always willing to help no matter how small the task or how big the obstacle.
What motivates her when she’s most productive: Meaningful and fun activities/ work projects.
Best compliment she ever received: I worked with an OR Budget Director for many years at MaineHealth who told me I had the rare quality of someone who could be trusted to follow through on their word and that I always had the patient at the center of every conversation.
What she loves to do for others: Make them laugh.
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