BUYLINE
Supply Chain: Endgame In the Healthcare Cinematic Universe, the evil despot Cov- idicus the 19th snaps his fi ngers, and half the industry’s labor force disappears. How He possesses the six ogis- ticity Stones in his trusty ogisticity Gauntlet Sourcing, Purchasing, Contracting, Distributing, Storing and Demand Planning. Chaos reigns. Cargo ships get clogged in canals. They
meander around oceans like illy wandering home to dinner in the comic strip “Family Circus because few to no avail-
able spaces exist in America’s cluttered coastal ports. eanwhile, stacks upon stacks of multicolored cargo containers pepper the ports and warehouses near airfi elds, resembling rainbow-hued small high-rise buildings populated by tons of stuff that don’t lease or pay rent. Semitrucks with heavy laden trailers, box trucks and vans poke out from warehouse docking bays, unable to move. There’s no need to fear The IT eague is here Healthcare supply chain executives and professionals around the nation mobilize
into rapid response resource teams to retrieve and control each of the six ogisticity Stones to restore access, availability and order among product ow in the HCU. While clinicians battle Covidicus the 19th head-on with calls for masking, physical distancing during social events and vaccinations, the IT eague fi ghts his sidekick, Stockpylon, to prevent panicked healthcare organizations out of perceived des- peration (and irate clinicians) from hoarding, buying more stuff and paying too much for it from vendors, a small fraction of which are wily, opportunistic, less-than reputable and unscrupulous. Under duress, they strive for durability, exibility, reliability and visibility, the quixotic quartet of loosely defi nable aims best left to the educated pep talks of the alternately heroic Consulting Collective. Ultimately, what do they seek for their administrative and clinical customers in
the HCU They seek to hear those magic words of 0 “es It’s in stock and ready to ship Plagued by bad data, incomplete data, no data, siloed data, devoid of standards
for data and processes, devoid of transparency and authority, devoid of respect and cooperation, devoid of facilitation and collaboration and saddled with simple C-suite ambivalence and indifference about the value of effective Supply Chain anagement in the HCU, the IT eague throws down the ogisticity Gauntlet o more They agree to adust their masks, pull up their boots, throw back their owing capes with six degrees of amalgamation, consecration, veneration, vindication. The Post-Pandemic Supply Chain Protocols. 1. Supply chain executives and professionals will be degreed, certifi ed and accredited by notable colleges, universities, commissions and professional organizations.
. ecause Supply Chain touches everyone and everything, all hospital spending on products and services will go through Supply Chain for review, evaluation and approval, applying decency and common-sense collaboration, communication and cooperation with clinical and administrative experts.
. Through careful facilitation and due diligence, Supply Chain decisions are recog- nized, acknowledged, supported and reinforced by C-suite executives for the good of the organization and its mission to serve patients not pocketbooks.
. Supply Chain will maintain healthy professional relationships with local, regional, national and global suppliers that are reputable, honorable and focused on customer service with the understanding of providers delivering high-quality patient care within communities and populations.
5. Supply Chain will create, develop, manage and oversee an active provision network of fi rst-responding manufacturers, distributors and service companies, along with a otilla of backup, secondary responders, primed and ready-to-deliver within a -hour period.
. Supply Chain will maintain healthy professional relationships with direct and indirect provider competitors within a 100-mile diameter to buttress and reinforce supply access and availability if and when needed under the notion of “First focus on the patient anywhere then treat the balance sheet with care. Wait for the end credit sequence showing federal government offi cials heaving sighs
of relief knowing that the private sector now seems to have everything under control until you see a young Covidicus the 0th peering into the Capitol chamber
4 January 2022 • HEALTHCARE PURCHASING NEWS •
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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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