FAST STATS


According to The Centers for Disease Control and Prevention, estimates for 2019 diabetes cases continued to increase in the US population. The report was last reviewed in December 2021.


people of all ages—or 11.3% of the US population—had diabetes.


of all US adults adults aged 18 years or older—or 14.7% of all US adults—had diabetes.


37.3 MILLION 14.7%


8.5 MILLION


adults aged 18 years or older who met laboratory criteria for diabetes were not


aware of or did not report having diabetes. This number represents 3.4% of all US adults and 23.0% of all US adults with diabetes.


of adults with diabetes are aged 65 years or older.


29.2% 3%


Is the amount diabetes cases increased from 10.3% in 2001–2004, to 13.2% in 2017–2020.


283,000


children and adolescents younger than age 20 years—or 35 per 10,000 US youths—had diagnosed diabetes. This includes 244,000 with type 1 diabetes.


1.6 MILLION


adults aged 20 years or older—or 5.7% of all US adults with diagnosed diabetes— reported both having type 1 diabetes and using insulin.


adults aged 20 years or older—or 10.8% of all US adults with diagnosed diabetes— started using insulin within a year of their diagnosis.


3.1 MILLION


Source:CDC National Diabetes Statistics Report, 2020, Estimates of Diabetes and Its Burden in the United States www.cdc.gov/diabetes/ data/statistics-report/diagnosed-diabetes.html


Photo credit: Proxima Studio | stock.adobe.com 6


NEWSWIRE Supply chain opportunities and new perspectives


This month we deviate from our usual news format to cover content featured during a keynote presentation that emcompassed many of the challenges our healthcare supply chains continue to deal with due to the pandemic. In addition, there were enlightening stories about partnerships with local businesses developed by hospitals, that helped the community and the hospital systems, and promoted diversity and equity initiatives.


One of the partnership stories was shared


by Richard Bagley M.B.A, CPSM, PMP, Senior Vice President & Chief Supply Chain Offi cer, at the Penn State Health about their Milton Hershey Medical Center. Bagley spoke passionately about about how The Hershey Company donated 22,000 square feet of new warehouse space. The new “KISS” warehouse helped the hospital system manage their incoming pandemic inventory for everything from hand sani- tizer to disinfectant wipes and Personal Protective Equipment (PPE). Hershey even supplied six employees to help. This wasn’t the only story of heroic and innovative part- nerships we heard at this years Spring IDN Summit. As a result, Healthcare Purchasing News would love to continue to share these types of partnership stories that illustrate the impact of successful diversity and equity partnerships with their communities. Please send them to editor@ hpnonline.com.


Building successful relationships An ID Summit Executive eadership panel featured a quartet that explored how Supply Chain can empower opportunity, and offered new perspectives on operations. Brent ohnson, retired ice President Sup- ply Chain at Intermountain Healthcare, led his former colleagues Richard Bagley, reg Koford, Senior Vice President of Supply Chain and Hospital Operations at Memo- rial Sloan Kettering Cancer Center, and oe Walsh - Coach, Educator,  Advisor at Supply Chain Sherpas, in a lively and insightful discussion around the supply chain’s elevation to a visible, strategic player in healthcare’s future sustainability. All four were instrumental in making Intermountain Healthcare a perennial top performer before moving on to other successful supply chain operations The COID crisis has made supply chain a conversation topic in every household, while thrusting healthcare supply chain into the national spotlight. Supply chain functions now have the attention of the country, but with this new level of strategic relevance, awareness and support, how will we show up? And how will we go forward at this unprecedented infl ection point?


June 2022 • HEALTHCARE PURCHASING NEWS • hpnonline.com The conversation began with a ques-


tion on how much the industry had really changed over the past several years. An informal survey conducted by Brent ohn- son, reported that responders felt very little had changed, others saw skill sets that had greatly improved, along with the elevation of supply leaders in importance and stature. Other respondents pointed to an emphasis on strategic value and the importance of a resilient supply chain. But how much of that change was driven


out of necessity by the pandemic? It’s hard not to recognize the changes that came from COID  things like telehealth, remote work, risks of single sourcing, the true value of logistics, etc. In general, the experiences of the past two years have highlighted the challenges in healthcare supply chain management we have known about for some time. But now there is an increased sense of urgency.


There is no denying, COVID has served as a catalyst for change for the healthcare supply chain, in some ways, highlighting the vulnerabilities, and exposing the fl aws of certain long-held strategies. But, as pointed out by Walsh, it created the means for sup- ply chain to access “the spotlight we’ve always been asking for.” He shared that supply chain now has the undivided atten- tion of the C-suite. “There’s new measures of success. Supply chain resiliency matters as much as cost reduction. Attitudes on working remotely have changed,” he said. “ow the question is, what are we going to do?”


Identifying opportunities Bagley referred to the current atmosphere as the perfect convergence of opportunity, motivation and capability for supply chain. Walsh also clarifi ed, “When we say sup-


ply chain, we’re talking about everyone in this room  providers, your GPO, distribu- tors, manufacturers, solution providers, we’re all supply chain.” Bagley also focused on some perspectives that had been changed over the course of the past two years. Specifi cally, how nimble supply chain could actually be when there was need. Rather than focusing on endless committee discussions and bureaucracy, “If you’ve got the right product that can fi ll the right need, we can make decisions faster than I’ve ever seen in my lifetime,” he said.


What are the pillars of success? With these new opportunities and per- spectives, what are the pillars of success that will allow supply chain to capitalize and truly advance its standing? The panel


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