SPECIAL FOCUS
South Broward (FL) Hospital District d/b/a
Memorial Healthcare System
www.mhs.net
If a “Worst Timing Ever” award were given for trying to engineer
wholescale organizational and process improvements at the onset of a pandemic, hurricane prep and a massive product recall, Memorial ealthcare System might be a finalist. eing led by a seasoned data-specializing supply chain executive who arrived from an HPN Supply Chain Department of the Year winner, however, certainly emboldened this team to bob and weave through one crisis after another successfully, like that pivotal ying cow scene in the film, wister. acing a surgical gown recall as the pandemic hit didn’t help the process of centralizing operational functions to eliminate the supply chain’s historical fragmentation with “shadow” operations in many areas, including the Operating Room. ut they navigated through alternative suppliers, non-palletized trailers, large shipments and space constraints to reorganize their storage and warehouse footprint. he kicker he warehouse team consisted almost entirely of physical therapists, rehabilitation therapists, fit- ness instructors and coaches within the system who had little to no experience in supply chain and had to learn on the job and during a crisis. MS also was tapped by the state to serve as one of five healthcare systems to serve as a cold storage and distribution hub for CO- vaccines, which meant gearing up with hard-to-find ultralow-temperature freezers, and as a “Vaccine Village” by con- verting a conference center into a Vaccination Center administering , doses daily without hiccups.
Spectrum Health,
Grand Rapids, MI
www.spectrumhealth.org
This long-standing Michigan IDN, itself a fusion of two promi-
nent heritage healthcare systems, simply wasnt satisfied with the status quo and has been punching through annual savings targets for several years now with 2021 potentially reaching their highest level yet. Systemwide Supply Chain has migrated its inuence into a growing number of areas that previously had been outside its purview, such as facilities and purchased services, and has infused its ranks with leaders and staffers from outside healthcare to introduce new perspectives on internal operations. They’re also making headway with the clinical community, linking their Workday supply management software with the Spectrum’s Epic clinical management software, implementing risk management agreements with selected clinical device suppliers (including Medtronic) and enabling the Value Analysis teams to represent Spectrum clinician interests as well as coach current and prospective suppliers on how to work with Spectrum in sharing risk and reward. Spectrums Supply Chain team also has been working with the Healthcare Industry Resilience Collaborative on advanced fulfilment and delivery processes against the backdrop of crises and disasters, including event model monitoring, supply chain mapping and resiliency scorecards between providers and suppliers. heyve hired their first demand planner with three dedicated inventory buyers within their distribution center that
leverages Workday’s software capabilities with data and opera- tional consulting epertise from ecsys.
Stanford Health Care
stanfordhealthcare.org
While some healthcare organizations may have used the pandemic to scramble to develop or reset crisis/disaster plans, Stanford’s Supply Chain team used it as a divining rod to assess status quo vendor performance, legacy contracts, negotiating standards and outmoded operational practices with the notion of retooling, if not utterly transforming ust about everything. Searching for incremental improvements simply wasnt enough. Stanford reached back to the global suppliers of raw materials through its manufacturer-produced and distributor-delivered products contracted through its group purchasing organization iient. n short, everything was on the table for discussion and fair game for observation and renewal. hey didnt ust think outside of the bo either. n fact, they tossed the bo. hey physi- cally relocated their Assistant Director of Category Management in Asia for him to develop and secure entirely new and sustainable product pipelines. hey retained an import agent to deal with customs, shippers and airfreight carriers. Stanford now sources products from five of the globes seven continents to minimie regional supply disruptions. hey synchronied supply chain relationships between clinical customers and the contracted sup- pliers via elevated fill-rate epectations with rewards and penalties, risk-sharing arrangements and stratified sourcing streams in a way that elevates non-labor expense management to an art form fueled by science. o offset product shortages, Stanford worked closely with internal and eternal resources. hey partnered with Carbon3D and Resolution Medical to design and 3D-print needed products, such as sampling swabs, and worked with on-campus imaging and 3D engineers to scan and manufacture hundreds of repair parts for essential devices. hey worked with ockheed Martin to design and manufacture isolation gowns and leveraged the talent of Stanford’s internal reference laboratory scientists to self-manufacture test media for CO- tests.
Virginia Hospital Center,
Arlington, VA
www.virginiahospitalcenter.com Amid the COVID-19 pandemic, Virginia Hospital Center strove
for what they called an audacious goal. hey were weary of being on the “wrong side of the power balance” and wanted to reclaim the balance of power. Part of their efforts included sourcing products from alternative means, including out-of-state warehouses, a fast casual restaurant and a garbage bag factory in El Salvador, which was retooled and workers retrained to make gowns. nternally, they reorganied the contracting function to centralize supplier options (with Medline as their primary dis- tributor) and improve data management for physician preference products via Kermit expense management software that generated nearly . million in savings. hey also used luein inventory management software to implement a Kanban system to eliminate ordering and stocking variance. HPN
Visit
https://hpnonline.com/21074381 for links to past winners. 10 December 2021 • HEALTHCARE PURCHASING NEWS •
hpnonline.com
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