INFECTION PREVENTION


Perhaps paying a higher price for one item could save money in other areas. As we saw during the pandemic, supply chain and IP both play a critical role in ensuring the best possible patient outcomes, and a collaborative relationship will go a long way in reaching both departments’ goals.” Becker from Diversey listed four ways to improve cost-effective- ness and patient care.


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“There are ways to improve cost-effectiveness and patient care through continued collaboration between infection prevention and the supply chain.


1. Inventory Management: Collaboration can help in implementing effective inventory management systems that ensure optimal stock levels of essential supplies, reducing the risk of shortages or overstocking. Suppliers can play a role in this and help manage product inventories to baseline and other needs.


2. Assessment and simplification of product selection: By analyzing data on product effectiveness and cost, infection prevention and the supply chain can work together to identify the best products to help achieve goals without compromising patient care. 3. Capacity planning and forecasting: Collaborative efforts can help in assessing future demand for supplies and planning accord- ingly, ensuring adequate stock levels during peak periods and reducing unnecessary expenses during low-demand periods. 4. Evaluate supplier partnerships: Continual evaluation of supplier partnerships can help in identifying opportunities for cost sav- ings and improved patient care. This could involve negotiating better pricing, exploring alternative suppliers, or consolidating purchasing power.” She summed up, “By leveraging the expertise and insights of both infection prevention and the supply chain, healthcare organi- zations can find innovative solutions to optimize cost effectiveness and enhance patient care in the context of infection prevention.” Parker Laboratories’ Buchalter added, “Medical device man-


ufacturers and commodity suppliers know that healthcare is a rapidly changing field, where discoveries about human disease and advancing technologies often come together to generate significant improvements for patients.” He continued, “Many new products are specifically designed to build value for the healthcare system, sometimes by reducing direct costs, but also by reducing procedure time, increasing patient throughput, and minimizing the need for repeat procedures. When infection preventionists work closely with supply chain experts and outside suppliers, they can often find ways to build greater value for their institutions by selecting products offering outstanding value while also ensuring that patients are protected.” Summing up the question of how to improve cost savings through the partnership between IP and Supply Chain departments, Turner from Tecsys noted the benefits of reviewing workflow and auto- mation processes. “Different health systems are at completely different points in


their journey, but embracing a continuous improvement mind- set unlocks a world of possibilities for both cost-effectiveness and patient care. The collaboration between infection preven- tion and supply chain departments plays a vital role in achieving these goals.”


He added, “By removing unnecessary steps and touches, through workflow, process or automation, we can minimize waste, pro- mote more sustainable workflows, and enhance infection pre- vention practices. This results in better patient care outcomes and reduced healthcare-associated infections. Continued efforts in standardization, automation, and accurate preference cards are key. Additionally, evaluating and engaging with suppliers who prioritize quality, cost-effectiveness, and innovation in infection prevention products can further drive improvements.” HPN


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