C-Suite: Supply Chain more than ‘storeroom stewards’
CEOs recognize expanded, expanding
impact on clinical delivery, performance
by Rick Dana Barlow
H ospital and healthcare system CEOs juggle a plethora of
responsibilities from atop their perch in the C-suite. These include
planning, directing and coordinating daily operations; overseeing employee
and organizational performance; setting strategic direction and policies;
establishing and reinforcing a productive corporate and clinical culture;
maintaining relationships with medical and payer organizations, referring
physicians, public communities and the media.
Separately and independently, supply chain need not be one of
them.
Yet that does not mean CEOs cannot – or should not – be
involved in some way with supply chain activities. A small number of CEOs
that Healthcare Purchasing News has profiled in the past may have spent a
portion of their earlier career in supply chain so they are familiar with
the profession’s myriad idiosyncrasies and nuances. The vast majority,
however, have not booked any direct supply chain experience, save for hiring
the right people to handle a function that represents a significant portion
of a provider organization’s expense stream – and growing each year.
At best, these CEOs rely on their supply chain leaders, group
purchasing organizations and suppliers to help make and shape decisions
about their operations. Among this group are those who "Support, Understand,
Recognize and Empower" the Supply Chain department and its leadership to
make optimal strategic and tactical decisions for the organization’s ongoing
success and ultimately to enhance patient care delivery.
Eleven years ago, HPN launched an annual campaign to identify
and honor these hospital and health system CEOs with its SURE award. This
year, HPN honors three with SURE recognition that join 34 others already
profiled.
HPN’s 2016 SURE CEOs are John Finan Jr., President & CEO,
Franciscan Missionaries of Our Lady Health System (FMOL), Baton Rouge, LA;
Richard Statuto, CEO, Bon Secours Health System, Marriottsville, MD; and
Karen Teitelbaum, CEO, Sinai Health System, Chicago.
Finan embraced a five-phase, multi-year supply chain strategic
plan to elevate FMOL’s clinical resource, financial and operational
performance. Those five phases include developing clinically driven
strategic sourcing, clinical resource utilization, consolidated distribution
and supply management, inventory management performance improvement through
data standards, "perfect order" principles and point-of-use processes, and
value chain interoperability and best-practice implementation. Since 2012,
FMOL has booked a 7 percent reduction in Supply Expense per Adjusted
Discharge.
As a valued member of FMOL’s C-suite alongside Finan, Vice
President of Materials Management William Mosser spearheaded these
initiatives, which involved the opening of the FMOL Health System’s
Logistics One Supply Distribution Center in April 2015 and an upcoming (at
press time) supply data standards playbook designed to help healthcare
organizations adopt and implement GS1 healthcare standards. These
initiatives also inspired HPN to recognize FMOL as one of 11 "Supply Chain
Operations Worth Watching" (See December 2015 HPN).
Statuto recognized how supply chain operations "impacted not
only the margin to support the mission, but also the outcomes of the
patients that they serve." Overseeing a healthcare organization that spans
15 acute care facilities (owned, managed and via joint ventures) and more
than 450 nonacute care facilities in six states primarily on the East Coast,
Statuto, along with Vice President of Enterprise Resource Planning and
Supply Chain Operations David McCombs, reached out to physicians to recruit
and integrate them into Bon Secours’ clinical transformation initiatives.
Fortified with variable cost-per-case data that included product usage,
physicians were able to see how their practice and performance impacted
patient outcomes, which motivated them to improve their costs per case.
Two years ago, Statuto led Bon Secours to invest in The
Innovation Institute, an independent organization developing, incubating and
commercializing new practices and products to transform healthcare delivery.
When Teitelbaum assumed the CEO position at Sinai in 2014, she
faced a number of challenges common for safety net hospitals that hinged on
expense reduction strategies and tactics and meant re-evaluating the status
quo. Teitelbaum initiated a considerable cultural change for an organization
that included four hospitals and other nonacute care facilities covering the
west and southwest sides of Chicago’s community.
Within a year, she appointed a system-wide Supply Chain
director, Justin Schneider, Pharm.D., Vice President, Clinical Operations,
centralized supply chain operations and tackled the "historically difficult"
category of physician preference item conversions, which has generated
value-driven success to date. With her background knowledge of supply chain
processes and healthcare procurement challenges, Teitelbaum has inspired
clinicians and administrators to work together, emphasizing the overall
financial and quality impact of supply chain efficiency and effectiveness
and not just cost reduction alone.
HPN’s traditional wide-ranging interview explore how FMOL’s
Finan, Bon Secours’ Statuto and Sinai’s Teitelbaum interact with supply
chain operations, as well as provide insights for Supply Chain leaders to
develop credibility and influence.
HPN: What motivates your interest in supply chain management
and how hands-on should you be?
FINAN: An obvious interest is our supply spend, which has
traditionally exceeded 20 percent of total expense and now trending down.
(We’re currently at 18 percent and targeting 16 percent within the next 18
months.) More importantly, supplies and services, as well as procurement and
distribution processes, have a direct impact on quality and satisfaction.
STATUTO: Bon Secours Health System has strong history of
serving those who are poor, sick or dying as the key mission of our
sponsors. As a result, we serve a disproportional amount of the poor in our
communities. The financial challenges of our mission require that we be
exceptionally diligent in delivering optimal outcomes with the lowest cost
possible. Supply Chain has a key role in not only cost management of
variable costs but also insuring our caregivers have the necessary and
prompt access to supplies, equipment and service for the most efficient care
process possible. This critical support requirement is growing as we extend
our care responsibilities across the full continuum of care to our
communities.
John Finan Jr., President & CEO,
Franciscan Missionaries of Our Lady Health System (FMOL), Baton
Rouge, LA
Nominated by: William Mosser, Vice
President, Materials Management
FINAN UNPLUGGED
Most
creative thing you’ve ever done: Assigned a team comprised
largely of middle managers and staff to assess the impact of the
[Affordable Care Act] and develop opportunities for response. They
identified $165 million of opportunities in improvements, growth,
and cost reductions.
Best and
worst advice someone gave you: If it’s not broken, don’t fix
it.
Surprising fact about you: I am basically shy. |
How can/does a supply chain manager/director/executive/leader
influence you?
FINAN: By exhibiting behaviors which are consistent with
our mission, performance which exceeds expectations, and presenting ideas
which improve quality, satisfaction and cost.
STATUTO: First is to ensure that every Supply Chain
strategic initiative and effort brought forward for consideration is aligned
with our mission and key goals as expressed in our Strategic Quality
Plan. Second is to provide insight in what are both the causes of variation
of performance issues and most importantly what are proposed solutions.
What are some of the attributes/characteristics of an effective
supply chain director/executive/leader?
FINAN: We have defined eight characteristics of effective
leaders in Foundational (remember the mission), Service (be of service), and
Stewardship (take care of our resources) categories. These apply also to
Supply Chain leaders:
1. Relies on spiritual grounding
2. Demonstrates integrity
3. Extends hospitality
4. Builds relationships
5. Responds to needs
6. Sustains priorities
7. Seeks excellence in performance
8. Achieves measurable results
STATUTO: In today’s healthcare landscape a Supply Chain
leader must have excellent critical thinking and analytic skills, and must
also think strategically and anticipate future scenarios for which the
Supply Chain model must be positioned. An effective leader must also be able
to communicate and interact with clinical leadership and operating
executives with a compassionate approach to put themselves in the shoes of
our caregivers and patients.
TEITELBAUM: More and more I am seeing the need for the
Supply Chain leader to think strategically. We have moved beyond the
traditional purchasing and distribution functions of supply chain, and are
asking our Supply Chain leaders to seek out unique contracting, partnership
and affiliation opportunities. Understanding how these unique relationships
can deliver stronger value to our health system, and ultimately to our
patients, allows us to better position ourselves to provide a higher quality
of care at a lower cost.
The supply chain leader must also be highly collaborative. With
numerous vendors, new products, and constantly updated outcomes data, the
Supply Chain leader must be able to collaborate with clinicians to determine
what the most cost-effective products are for our institutions and our
patients. It is critical to engage physicians and other clinical staff in
the assessment and selection of products and supplies for successful buy-in
and implementation, especially in physician preference items.
How can consulting firms, distributors and GPOs contribute to
the performance of your internal supply chain management expertise without
overshadowing the department or usurping control?
FINAN: Outside parties can best serve our mission when
services provided add clear value aligned with our strategies and goals.
STATUTO: Distributors play a key direct role to insure the
most efficient supply chain processes by eliminating costly waste and
insuring that key critical supply items, such as solutions, key drugs,
vaccines, etc. are always available even in periods of market shortages.
Consulting firms are effective when key and objective expertise if needed to
assess a complex issue and provide insight into solutions. However,
consulting should be considered as augmenting core Supply Chain capabilities
as opposed to performing key core functions. GPOs historically have served
to aggregate buying power and to influence development of key products and
services on behalf of their members. Bon Secours Health System’s
participation with our GPO [Premier Inc.] is changing to become a
relationship based on them serving as a total performance improvement
partner and a comprehensive resource to our team.
TEITELBAUM: We are always seeking the best overall value in
how we provide care and how we conduct our business. We expect the same of
external partners. Whether you are a consultant, a distributor, a vendor or
GPO, you need to continuously demonstrate the value your relationship with
the health system provides. Organizations cannot expect to have expertise in
every facet of supply chain, so we lean on our external partners to provide
a certain level of expertise. As long as this expertise complements or
enhances our internal supply chain team’s work, instead of complicating it,
the partnership will be held in high regard.
Richard Statuto, CEO, Bon Secours Health
System, Marriottsville, MD
Nominated by: David McCombs, Vice President,
Enterprise Resource Planning and Supply Chain Operations
STATUTO UNPLUGGED
Unlikely source of inspiration:
Problems my wife and mother experienced with
healthcare services. I was inspired to improve quality and to better
coordinate care.
Most creative
thing you’ve ever done: As a chemical
engineer, I was part of the product and process development team that
introduced “Bounce” into Japan and “Folger’s” decaffeinated coffee.
What makes
you laugh: Everything. I enjoy life. I
laugh most with and about family and our three dogs Lily, Bella and
Roscoe.
Best and worst
advice someone gave you: Best: Working in
healthcare will be very rewarding and you can make a difference in
people’s lives. Worst: Don’t go to graduate school for an MBA part time
at night in Cincinnati. In order to be successful you need to go to a
top 5 business school. Fortunately, I did not take this advice.
Must-have
accessory: iPhone for sure.
Surprising
fact about you: My golf game has
significantly improved post full shoulder replacement - thanks to a
great surgeon and our supply chain partner purchasing the right
prosthesis!
The one
question you get asked the most by Supply Chain Managers:
How do we best engage clinicians in making
supply chain improvements?
Favorite
object you keep in your office: Glass
cleaner. I wear glasses and with iPhone, Surface Pro and iWatch, I am
cleaning smudges all day.
What you would tell yourself if you traveled
back in time to when you just started in healthcare:
Focus more on palliative care. Families need
better support during times of suffering, chronic disease and end of
life care. |
What’s the biggest misunderstanding CEOs have with supply chain
professionals and how should they both solve that disconnection?
FINAN: It may relate to a perceived definition of supply
chain as "purchasing and delivery of items" versus "procurement of all
non-labor items and services." Effective supply chain teams can add great
value through the latter.
STATUTO: Supply Chain has historically been fairly narrowly
viewed as the storeroom stewards and contracting support resource. In the
past decade the advancement of clinical value analysis programs, databases
linking purchases to actual clinician utilization and growing
standardization of clinical care protocols involving key supply device has
positioned Supply Chain to be a major contributor to clinical and cost
performance improvement. It is important to involve Supply Chain on the
broader strategies and discussions about the evolving healthcare model, and
to expect Supply Chain to step up and perform at even higher levels to
contribute to the progress in cost and outcome improvement.
What would you like supply chain professionals to understand
about the complexity of your job?
FINAN: The supply chain function is an essential
participant in our strategies to deliver predictable quality, service, and
cost.
STATUTO: The volume and magnitude of issues
that the healthcare executive routinely faces requires that Supply Chain
communicate in a concise and effective manner. I need the key facts,
proposed solutions and expectations of organizational support required for a
proposed action to be successful.
TEITELBAUM: It is true that the CEO’s job is complex but my
work is made easier by the strong executive team that supports me.
Ultimately, though, it takes all of us for the organization to succeed. What
each one of us does is important and so we want to respect others’ roles.
What do you believe is the most innovative thing supply chain
management has accomplished that exceeded your expectations?
FINAN: Two in recent periods are the creation of highly
effective product assessment committees (PACs) with high levels of physician
engagement, and development of our Central Distribution Center. These have
and will continue to be great contributors to our success.
STATUTO: In the past several years our Supply Chain has
made tremendous progress in developing a formulary model with key clinicians
to help control the runaway cost inflation we were experiencing with
physician preference items, such as implants. This has come about by
creating credible and trusting relationships with clinicians, and developing
the formulary approach so it is co-owned. We have reigned in the cost factor
and still are able to support innovation and growth where supported by an
evidenced-based approach to evaluation of new products. This formulary model
positions us to be successful with the growing bundled payment and value
based purchasing reimbursement programs.
TEITELBAUM: I have been impressed with how supply chain
leadership has looked beyond our health system’s traditional GPO and vendor
relationships in order to partner with local and national supply chain
collaboratives. In a recent collaborative partnership, we achieved an
overall supply savings of 8 percent without disruption to our organization.
Aside from the significant cost savings, this allowed us to drive product
standardization and streamline vendors, which can only improve quality and
safety for our patients.
Will you be offering your CDC services to other facilities
outside of FMOLHS under contract as a growing business extension? If so,
when and why? If not, why not?
FINAN: Our plan at this time is to ensure we’ve
successfully streamlined the supply chain within our organization. We’re
projecting that effort to be completed sometime in 2016. We’ll be interested
in expanding beyond our health system providing we can help lower the total
cost of ownership for other organizations in our region.
How do you ensure that the clinicians get along and work
together with supply chain management so that the processes for revenue
generation, expense reduction and high-quality patient care are not
disrupted (e.g., refereeing disputes, building consensus)?
FINAN: Clinicians are passionate about our mission,
strategies, and goals, and bring wonderful insights and perspectives to our
supply chain processes. Interactions are most effective when the
organization is transparent with factual data and the clinician’s
contribution is respected and applied in solutions.
STATUTO: A key factor is to align the Supply Chain efforts
for cost/process improvement with the major clinical and efficiency
improvement initiatives that are most important to clinicians. Clinicians
clearly want to improve care outcomes and control costs. Supply Chain must
understand and address the key clinician concerns while simultaneously
providing accurate data to support the recommendations for supply cost
improvement actions.
TEITELBAUM: The Supply Chain team must be able to
effectively collaborate with clinicians. All parties need to keep open minds
when approaching decisions which may impact clinical operations, overall
expenses and revenue generation in clinical areas. Open communication,
positive or negative, is very important so the adoption of change is
supported and effective.
Karen Teitelbaum, CEO, Sinai Health System,
Chicago
Nominated by: Justin Schneider, PharmD, Vice
President, Clinical Operations (encompasses Pharmacy, Cardiology, Stroke
and Supply Chain Services)
TEITELBAUM UNPLUGGED
Revitalizing strategy/tactic: Biking. I
love to bike. I’ve actually biked in a number of countries in addition
to our wonderful lakeshore path in Chicago. I’ve biked in Tuscany,
Vietnam and Cambodia, islands in Denmark and Portugal. It’s a great way
to see a country and get to know people.
Industry pet peeve: Disparities in
healthcare. We really believe at Sinai that everyone in Chicago deserves
the same access and quality of care that you might find in more affluent
areas. In our geographical area, we are providing that quality care to
Chicago’s most vulnerable communities.
Surprising fact about you:
Besides the jam background, perhaps that I
play the flute and the piano. I enjoy any kind of cultural activity,
either as a spectator or participant.
Favorite place for the perfect night in
Chicago: Eating outside in beautiful weather with friends, talking
and enjoying the company and the setting. There is no lack of good
restaurants in our town. Even better would be to have the dinner after
seeing a matinee at the Goodman or Chicago Shakespeare Theater. My
all-time favorite night, though, is always a good weather Ravinia or
Millennium Park concert lawn night. |
How important is supply chain management for an organization
during a recessionary and recovering economy?
FINAN: It’s very important during all economic times.Our
view of Supply Chain reaches beyond pricing and management of supplies. We
view this function as the key facilitator in managing all non-labor related
expenses. As we all struggle with shrinking reimbursement, one area we can
effectively attack is that of non-labor costs, whether it’s through process
improvement, elimination of waste, or streamlining the broader supply chain.
STATUTO: Beyond the critical function of insuring
optimal pricing, Supply Chain can particularly contribute by identifying
areas of waste – of resources, time and equipment utilization. Trimming out
the areas of waste often has more impact that any pricing improvement that
can be gained.
TEITELBAUM: Effective supply chain management is important
for any organization to be successful, but it is especially critical during
more challenging economic times. We consistently look to contain our overall
organizational expenditures. How we control our non-labor expenses, like
supplies, allows us to better adapt to the ongoing changes we experience in
healthcare, whether driven by policy or economic factors.
What’s one lesson you learned or piece of career advice you’d
like to share with supply chain professionals to be successful?
FINAN: Embrace changes that lead to improvement with
enthusiasm and confidence.
STATUTO: Learn about all aspects of business. You need a
strong foundation in finance, human resources, operations, strategy, etc.,
to be a trusted partner/resource to the CEO/executive team for supply chain
strategy, action and improvement.
TEITELBAUM: My counsel is the same for supply chain
managers as it is for anyone I coach. If you see a gap in leadership,
meaning a problem that needs to be tackled, step up, take it on and follow
the "under promise and over deliver" adage. And something that is often
forgotten: Be kind.
What can supply chain leaders do to earn a seat at the
senior/executive management table in the C-Suite – or at the very least an
open door?
FINAN: Successful organizations always engage highly
effective leaders in critical decisions. We expect effective, high
performance from all of our leaders. Strategic and innovative thinking,
collaborative leadership and the ability to achieve goals in ways which are
consistent with our values are all criteria we’d expect from our supply
chain and any leader in our organization.
STATUTO: Become fully knowledgeable of the organization’s
strategic goals and direction, and gain expertise of how Supply Chain is
evolving in healthcare to provide solutions to contribute to these goals.
Also develop performance metrics about costs, utilization and supply impact
on clinical outcomes and share with leadership routinely.
What are your thoughts about payers offering supply chain
services to healthcare provider organizations, specifically in the area of
implants and physician preference items? Do you see it as assisting a
hospital’s supply chain department (outsourcing these tasks so that supply
chain can focus on other areas) or usurping supply chain’s authority and
effectiveness in working with physicians? Why?
FINAN: It depends. Historical roles and skills of payers in
assessing and assuming insurance risk are very different from those required
to effectively deliver care. Supply chain services are a sophisticated,
important and distinct discipline requiring skills and systems not easily
developed. However, the potential value of the concept to the provider would
lie in the payer retaining the economic risk of high-cost items.
STATUTO: The farther away you get from the provider/patient
direct relationship the more difficult it is to develop and implement an
effective care/cost optimal model. Care and cost decisions are best made by
the providers and clinicians working together within the parameters of
value-based purchasing programs as administered by payers. The key is that
you have to understand and take into consideration the entire procedure or
care process and the specific circumstances of the facility or clinical
program. Payers can provide a significant contribution by developing and
sharing evidence of outcomes and correlation to preference items usage to
these outcomes. Our industry is really lacking in this kind of data from
which to make good decisions.
Some provider C-suites are empowering physicians and/or the CMO
to get more involved with supply chain. Do you see this as a wise move even
if it removes the CEO from the process to focus on other issues? Why?
FINAN: CMOs need to be engaged in supply chain strategy and
implementation to a much greater degree than the CEO because supply chain is
a critical support function to patient care.
What motivates you to believe that operating your own
consolidated service center and distribution/logistics business represents
the future of healthcare supply chain management?
FINAN: We are redefining supply chain as all non-labor
expenses. Creating Logistics One allows a focus on process improvement in
areas that have significant influence on quality, patient, physician and
team member satisfaction, and cost.
STATUTO: Facilitating greater engagement and accountability
of physicians and clinical leaders is definitely a wise move. However, the
CEO must still be significantly involved. As healthcare provider
organizations continue to work to remove unnecessary variation in care
process and develop clinical programs to serve entire communities, supply
and equipment strategies to support these efforts become very important. You
cannot grow a program or work towards greater efficiencies without also
having a supporting technology and supply strategy.
How much sense then does it make to rename supply chain
something else that more accurately depicts this expanded role?
Purchased/shared services perhaps?
FINAN: That may help in some organizations. The key here is
not what we call a specific department or function, but what service and
value they bring to the entire organization. We also believe the
organization’s willingness to reach beyond the traditional definitions we
created many years ago impacts our present and future success.
Your organization has made significant strides in adopting and
implementing data standards for product identification (GS1, UDI) and
reimbursement. What have been the results to date? And what motivated your
organization to develop what should be a helpful how-to roadmap for others
to follow to facilitate their own adoption and implementation efforts?
FINAN: Although we’ve made positive strides with Data
Standards, we’re still at the beginning of our journey. We’ve had success
with several trading partners in using Global Locator Numbers (GLN) and
Global Trade Identification Numbers (GTIN) in our daily transactions. In
each of these instances we’ve seen fewer procurement discrepancies and we’re
able to meet our payment terms to gain discounts. We’re now implementing use
of the GTIN in our distribution center (Logistics One) and will soon be
redesigning our Operating Room supply chains to use GTIN to meet the
Universal Device Identification (UDI) requirements.
We decided to develop and offer the roadmap for others to
follow to help energize the provider community in implementing these
standards in their own environments. Our industry has been debating the
merits of data standards since the mid-1990s with few organizations taking
the lead to drive broader use. In general, we all have a significant amount
of waste, both in our internal data management efforts and in our
transactional areas with trading partners. Providers, suppliers, and the
payer community have all built their own numbering schemes to identify
things that are used in clinical care. Few of these schemes align with each
other and the amount of redundant work we all have in creating and
maintaining this data in supply chain, revenue cycle, claims and medical
records is no longer acceptable. We, as providers, need to drive the use of
data standards and the work we’re doing here at Franciscan Missionaries of
Our Lady Health System is focused on helping to build that common voice and
approach.
What inspired you to gain physician support and integrate them
into Bon Secours’ clinical business operations by incorporating variable
cost per case measurements into their board goals? Were you motivated by
supply chain issues to link product efficacy and optimal utilization to
outcomes or something else? And do you recommend this concept to other
organizations to replicate? Why?
STATUTO: In order to meet our key Strategic Quality Goals –
"Co-Creating Health Communities, Be Person-Centric, Serve Those Who are
Vulnerable, Strengthen Our Culture and Capabilities" – our physicians must
be fully informed about all aspects of patient care performance metrics and
be co-owners of the solutions and initiatives to improve the processes. We
have consistently found that when we share accurate variable cost
information and outcome data that clinicians want to contribute to improving
performance at all levels. Improvement of cost and quality for their own
patients also serves to make the Physician more attractive to be part of
networks and contributes to their own success.
How have you encouraged everyone that touches the supply chain
to think strategically and use CMS’ bundled payment programs as an incentive
for engaging physicians in supply chain issues, particularly as they relate
to total cost per case?
STATUTO: We have sought to have all of our ministry
locations to develop and be part of the CMS bundled payment program. This
not only serves to incent physicians to support cost and process improvement
but also creates new working partnerships with non-acute providers in the
continuum. While the opportunity for variable supply expense improvement
largely still resides in the acute setting, we are seeing
significant opportunities to improve the patient’s total experience over the
bundled episode of care, which is as important as the cost imperative.
How did your owning and running a jam company that had stock in
50 stores help you appreciate and prepare for supply chain issues as a
healthcare provider CEO?
TEITELBAUM: Being in this and other entrepreneurial
activity gave me first-hand appreciation of how supply chain is an integral
part of the success of a business.
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