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Taking stock of doc blocs NASHVILLE – Supply Chain professionals from around the


nation gathered here in late August for AHRMM’s annual conference to network and to discuss, learn about and try to solve some of the top industry challenges.


Leading the ticker was the pandemic’s impact on the supply


chain but fi guring rather prominently below the radar was a decades-old supply chain topic: Working with physicians and surgeons. The latest impressions about physician involvement


in the supply chain – from physicians themselves – signal serious fi ssures in the fortress of perceived stereotypical physician attitudes and reactions.


Those stereotypes include: Physicians allegedly always get what they want, and if they don’t (because supply chain takes away their favorite stuff to save pennies on the dollar) they stampede the C-suite, complain to the CEO about all the business they bring and threaten to take it elsewhere. Physicians claim they either learned about their preferred product in medical school, favor the sales rep or have a vested interest in the sales growth and success of the product.


Meanwhile, supply chain pros have heard seemingly endless refrains of “show docs the data” and everything will be all right because they’ll toe the line. But here at AHRMM, several presentations shined new light on a reforming reality. Two doctors who had participated in an enterprise-wide value analysis project demonstrated a surprisingly deep empathy for and understanding of expense management. One of their pet peeves? Being “voluntold” about changing products without a thorough analysis of the impact on procedural integrity and patient outcomes. Together with Supply Chain, they conceived a comprehensive measurement process to evaluate suppliers and purchasing patterns. From that effort the clinical crew reached a consensus that saved their organization millions of dollars. During another physician-led presentation, one of the speakers wanted to shatter the myth that docs don’t like change.


“It’s not that we don’t like change,” he said, “it’s that we don’t like to be told to change.”


And specifi cally, to be told without accurate, irrefutable, verifi able evidence that supply chain can and should be providing because physicians really seek and want it. Physicians are on board about clinical integration and resource stewardship, he added, so long as they actively participate in the process as equal players and share in both the risks and rewards. Sounds like good business. Now to make it standard operating procedure.


DATA BANK


From the 2021 Supply Chain Salary Survey: What certifi cations do you have?


None


CMRP (Certifi ed Materials & Resources Professional) Other


CRCST (Certifi ed Registered Central Service Technician) RN (Registered Nurse)


CPM (Certifi ed Purchasing Manager) CPSM (Certifi ed Professional in Supply Management)


CHVAP (Certifi cation of Healthcare Value Analysis Professional) CST (Certifi ed Surgical Technologist) CHL (Certifi ed in Healthcare Leadership) CNOR (Certifi ed Nurse Operating Room)


FACHE (Fellow American College of Healthcare Executives)


CSPDM (Certifi ed in Sterile Processing and Distribution Management) CHFM (Certifi ed Healthcare Facility Manager) CPSD (Certifi ed Professional in Supplier Diversity)


CHESP (Certifi ed Healthcare Environmental Services Professional) FAHRMM (AHRMM Fellow)


4 October 2021 • HEALTHCARE PURCHASING NEWS • hpnonline.com


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EDITORIAL ADVISORY BOARD


Jimmy Chung, MD, MBA, FACS, FABQAURP, CMRP, Chief Medical Offi cer, Advantus Health Partners and Bon Secours Mercy Health, Cincinnati, OH; 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; Dennis 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 (Ret.), System Support Services, Geisinger Health, Danville, PA; Ray Taurasi, Principal, Healthcare CS Solu- tions, Washington, DC area


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EDITORIAL


Publisher/Executive Editor Kristine Russell krussell@hpnonline.com


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