A high functioning supply chain has always been vital, but never was its true criticality more in stark relief than at the onset of the COVID-19 pandemic. The initial shortage of PPE made headlines everywhere. As I’ve recounted in this space before, our team at MedSpeed was able to play a role in supporting our clients as they worked to ramp up their management and distribution of these lifesaving supplies during this crucial time.
As was true across the healthcare space, the pandemic challenged the supply chain of our client, Virtua Health. Based in Marlton, N.J., Virtua found itself on the frontlines of the early COVID surge in the New York Tri-State area last spring.
Virtua’s AVP of support services, Bill Christie, runs the system’s supply chain operations for over 200 different care sites. He recently sat down with 4sight Health to talk about how his organization was able to pivot to meet the overwhelming demands of the pandemic. From assembling ventilators in house, to utilizing shipping containers to store additional inventory, the article recaps some of the extraordinary things the Virtua team did last year, as well as Bill’s lessons learned.
As healthcare continues to march towards value-based care the importance of an efficient healthcare supply chain grows. Not too long ago, the supply chain was all too-often viewed as a transactional process. We at MedSpeed know that the transactional view of the supply was shortsighted. A recent article in Becker’s Hospital Review confirms that the supply chain “is [now] considered a core competency for hospitals to reduce waste and lower costs, while supporting patient care initiatives.”
Supply chain and supply chain leaders are now included in C-suite discussions, and for good reason: Reducing inefficiencies in the supply chain helps organizations focus more on patient care.
According to Peter Mallow, PhD, program director of health economics, market access and reimbursement for Cardinal Health, supply chain leaders have evolved into enablers with a greater focus on patient experience because instead of simply moving things from A to B, supply chain is looking to ensure that they’re improving—not adding complexity to—the job of clinicians.
This is the second of four installments stemming from the round table discussion with supply chain leaders that MedSpeed recently hosted.
After discussing how rapidly U.S. health systems are changing and the demand of managing the supply chain amidst constant growth, the discussion moved on to another challenge faced by the supply chain leaders who participated in the discussion: that they, like most organizations, do not even know where to begin to truly understand healthcare transportation costs.