BUYLINE Hurricane Wit
Rick Dana Barlow Senior Editor
Historians and observers alike remain fl ummoxed about the origin of a famous but profound saying. They attribute it to a number of folks, but famous and relatively obscure. Paraphrased, it reads something like this History doesnt repeat itself, but it rhymes. Perhaps a more classic interpretation should be History doesnt repeat itself but its rife with synonyms. fter Hurricanes Fiona and an ripped through the Caribbean and outheast (mainly Florida) and their sibling ulia was
whipping herself up across Central merica at press time, it may be high tide and time for the annual hurricane season to be taken more seriously. Exacerbating the impact on the supply chain Two years and still counting of a pandemic that crippled labor levels, supply fl ow and transportation routes. ome might call these last two years the perfect storm creating a massive clot in need of a serious four-way bypass. f anything, this brief two-year era of accountability should serve as a wake-up call
strategically and tactically that business and fi nancial operations may be nearing, if not at, wits end. Certainly, planning and prepping for disasters shouldnt be a shocking surprise to
the healthcare community. Healthcare Purchasing News has been covering it for decades from natural disasters to terrorist attacks to weather-related environmental trauma. The crux of the matter continues to be how providers and suppliers react to the aftermath of each encounter. rguably, such reactions should be business-as-usual or standard operating procedures by now. Why Because the concentration should focus on proaction how to prep for and prevent problems. During the last two years as ust-in-time and stockless distribution models faltered,
a passionate movement emerged to pursue domestic sourcing. Clamoring for manu- facturers and distributors to relocate plants and warehouses deep inside the confi nes of the nited tates may be unrealistic in the short term as so much would need to be untangled, but not necessarily unreasonable in the long term. oing forward, rather than issuing price hikes as a knee-erk but now nominal reaction
to climate-damaged facilities, clogged transportation arteries or convenient and routine access to raw materials and other resources, it may make sense to use a portion of the profi ts earned in past years to fortify production and distribution footprints into formi- dable fortresses that can withstand what natures and nurtures furies foists upon them. During and following maor crises, the last thing a citizenry and an economy need are
price hikes stemming from dubious motivations. t this point, disasters should come as no surprise because weve seen ust about every conceivable example and model short of an alien invasion or asteroids pummeling the surface. o, this doesnt mean companies create fortifi ed secret lairs worthy of a ames Bond
archnemesis or villain or move production off-world to a space facility subected to errant orbiting unk and operational satellites including Elon usks fl oating Tesla oadster (since February ). Whether off-shore or on-shore, product manufacturers and distributors should use
the collection of crises in the st century so far arguably a notable increase in fre- quency from the prior centuries to craft and develop improvements that prepare us for a progressive future.
Theres no time like the present.
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Senior Editor Rick Dana Barlow
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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 Consul- tant and Educator, Ruhof Corp.; Richard Perrin, CEO, Active Innovations LLC, Annapolis, MD; Jean Sargent, CMRP, FAHRMM, FCS, Principal, Sargent Healthcare Strategies, Port Charlotte, FL; Richard W. Schule, MBA, BS, FAST, CST, FCS, CRCST, CHMMC, CIS, CHL, AGTS, Senior Director Enterprise Repro- cessing, Cleveland Clinic, Cleveland, OH; Barbara Strain, MA, CVAHP, Prin- cipal, 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 Solutions, Washington, DC area
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