BUYLINE Real-time recovery


Nothing like a global crisis – or even a series of global crises – to emphasize the criticality, the essentialness, the interop- erability of supply chain operations within our economy, lifestyle and overall success.


To gain a decisive advantage over an opponent during war-


Rick Dana Barlow Senior Edior


time, the one sure-fi re strategy is to hamper, if not sever, the opponent’s supply chain. Lacking stuff leads to discombobu- lation and ultimately chaos amid the absence of leadership and understanding.


Unfortunately, during the last two years, the global supply chain has been battered, bombarded and burned by a series of unfortunate events that not even the fi ctional Lemony Snicket could conjure up. The COVID-19 pandemic created a tipping point that knocked over a daisy chain of dominos that led to labor shortages; manufacturing, logistics and distribution challenges; transportation delays and interruptions; fuel cost increases and the like.


Add a mammoth cargo container ship clogging the Suez Canal into the mix and then a world power striving to overtake a neighboring country to stretch an already strained global supply chain as geopolitical tensions around the globe detonate sanctions that drive up prices via import tariffs.


All it takes to suspend a pandemic-stricken global economy struggling to energize a feeble recovery is a world power, perhaps joined by another world power, each with its own borderline agendas, where many products are manufactured and transporta- tion resources are mined and distributed, to use that production capacity and engine as a bargaining chip, a trump card.


Meanwhile, in healthcare, supply chain leaders and professionals continue to debate


and dicker over the same old routines – shaving pennies, nickels and dimes off contract pricing, switching to lower-cost products to pad balance sheets and budgets, quarrel- ing with physicians and surgeons over preferred products as well as a host of other “trending,” pop culture-motivated issues that distract from The Big Picture. Let’s face it. If you’re a patient with serious health problems like blood clots strain-


ing the aortic valve, you’re likely not going to give higher priority to Botox injections, liposuction or varicose vein removals over, say, stent implantation. Just like the body’s engine – the heart – requires unrestricted blood fl ow to operate, the world’s engine – the global supply chain – requires energized product development, manufacturing and distribution to operate. The human body needs access to blood; the healthcare (and all) enterprise needs access to stuff.


Please don’t misunderstand the message here or propel darts at the messenger. Many of the cultural, ethical, geopolitical and moral issues of the day must be addressed and eventually solved. But it’s important to shore up the fundamental internal framework … fi rst.


We have yet to do that after fi ve decades of awareness. It’s not unlike the unscrupulous contractor and real estate agent who simply con-


spire to slap a fresh coat of paint on the drywall and install laminate fl ooring to fl ip a house quickly without addressing the dry rot, and mold- and termite-infested framing underneath.


In healthcare, the fundamentals still need attention and repair. Those are rooted in data accuracy and standards, and process accountability and transparency. It’s time to get real. And soon.


EDITORIAL


Publisher/Executive Editor Kristine Russell krussell@hpnonline.com


Senior Editor Rick Dana Barlow rickdanabarlow@hpnonline.com


Managing Editor


Contributing Editor Assistant Editor


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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; Hudson Garrett Jr., PhD, FNAP, FSHEA, FIDSA, Adjunct Assistant Professor of Medicine, Infectious Diseases, University of Louisville School of Medicine; 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 Innova- tions LLC, Annapolis, MD; Jean Sargent, CMRP, FAHRMM, FCS, Principal, Sar- gent Healthcare Strategies, Port Charlotte, FL; Richard W. Schule, MBA, BS, FAST, CST, FCS, CRCST, CHMMC, CIS, CHL, AGTS, Senior Director Enterprise Reprocessing, Cleveland Clinic, Cleveland, OH; Barbara Strain, MA, CVAHP, Principal, Barbara Strain Consulting LLC, Charlottesville, VA; Deborah Petret- ich Templeton, RPh, MHA,Chief Administrative Offi cer (Ret.), System Support Services, Geisinger Health, Danville, PA; Ray Taurasi, Principal, Healthcare CS Solutions, Washington, DC area


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