2024 AHRMM Candidate Profile: Matt J. Putman, CMRP

matthew-putman-headshot

Matt J. Putman, CMRP

Director of Supply Chain Operations
UC Health
Aurora, CO

 


Describe the reasons why you would like to run for the Advisory Board.

AHRMM’s mission to advance the supply chain through education and empowering leaders to lead leaders is not just a goal but a passion that drives me to run for the Advisory Board. Creating and developing impactful strategic guidance for the healthcare supply chain and growing the focused insights into the advancements of supply chain’s impact on patient care at this pivotal time supports the mission of healthcare and the supply chain’s role.

As AHRMM and the supply chain re-imagine the future of the care continuum, referencing past advancements and innovating the future would be an honor to support and guide.

Describe why you are a good candidate for this leadership role.

Throughout my career in the healthcare supply chain, I have consistently demonstrated my ability to innovate and adapt to changing circumstances. This resilience has allowed me to advance operations and impact patient care through product and care delivery.  From strategically aligning supply chain operations to product and service sourcing to aligning with supplier partners to reduce costs, I have had the opportunity to work in care delivery from the receiving dock to the boardroom. My ability to adapt operating models through evidence-based practices and patient-centered care collaboration has consistently delivered high-reliability outcomes.

My background of working in community-based hospitals and academic medical centers has allowed me to bridge the nuanced gap each offers to deliver quality care while supporting cost containment opportunities. I have demonstrated my ability to manage projects and support strategic thinking by analyzing market trends and aligning clinical and support services resources.  The timely execution of care delivery through the supply chain ensures quality patient care and high-reliability outcomes. I have also partnered with clinical value analysis nurses and physician partners to implement support structures that navigate supply disruptions and minimally impact patient care.

Growing talent within the supply chain through education, mentoring, and networking has allowed me to mentor leaders and help advance their careers from the front line to director levels.  The healthcare supply chain has an excellent opportunity to cultivate and grow internal talent by educating and networking with best-practice organizations and innovators across industries.  By connecting with these market leaders, I have empowered career growth for our teams to learn, innovate, and advance the delivery model at our facilities.

Finally, my commitment to excellence is unwavering. By focusing on cost, quality, and outcomes, our supply chain teams are viewed as respected partners in navigating the uncertainty of the future in healthcare expense management.  Fostering opportunities for cost reduction, I have supported the delivery of value by the supply chain to the organization's bottom line. Through these efforts, the supply chain has become part of the strategic initiatives for cost containment.

Describe where you see health care evolving, and what you see supply chain’s role being in those future models.

The healthcare supply chain will undergo some significant evolutions shortly.  Moving past supply chain resilience to deeper integration into data and technology alignment, AI connectivity, and greater customer value, the supply chain will continue to become a market leader and strategic support to the care delivery process. Visioning the supply chain will provide products and play a crucial role in patient care, ensuring timely and efficient delivery of essential supplies. This will solidify AHRMM as a leader in advancing the triple aim.

Technology integration through the alignment of the ERP and EHR systems, including the supply chain management systems, will continue revolutionizing how inventory is tracked and managed and how the data is leveraged.  The supply chain must continue to leverage AI, blockchain, and predictive analytics for real-time visibility into product delivery.  This integration must connect with vendors to support the greater mission of the care continuum, showcasing our forward-thinking approach to technology in the supply chain.

While committing to becoming a data-driven supply chain, cybersecurity has threatened the industry.  Through a dedicated focus on protecting sensitive patent and financial data, the integrity of the supply chain transactions is paramount to a secure future.  With safe, reliable data, advanced analytics will allow for optimized inventory transactions, identify waste reduction opportunities, and enhance supply chain resilience.  Value delivery by the supply chain is a strategy that many organizations have embraced, and by ensuring a data-driven initiative approach, costs can be contained, and greater value can be shared with the customer, organization, and suppliers to support the healthcare mission.

As healthcare shifts toward value-based models, the supply chain must be viewed as a collaborative partner to support the critical role of cost containment and improved quality for patient outcomes.  Working to streamline the efficiencies of the supply chain can ensure timely access to essential medical supplies, improved consumption modeling, and greater collaboration between the supplier and the provider sides.  This collaboration between manufacturers, distributors, and healthcare providers is essential for the agility to navigate future care uncertainty.

Finally, sustainability and resilience will be a growing trend in the economic future of healthcare, and the supply chain can help broker the industry through the trends. Climate change and global disruptions highlight the need for dedicated resilience and redundancy within the supply chain.  A focused effort to prioritize sustainability and ethical sourcing while insulating against disasters and supply disruptions must be balanced with cost-effective environmental responsibility.  Bringing the healthcare providers and the suppliers to the table to collaborate on these initiatives is necessary to create a sustainable future for care delivery.

How will your leadership and vision strengthen AHRMM?

My experiences within the healthcare supply chain have spanned operations in commoditized and procedural spaces and relationship management with clinical teams and suppliers.  These key relationships speak to the vision and strength of the AHRMM organization.  By committing to learning and collaborating, not only have I helped to support the career advancement of our internal teams, but I have also helped to create excitement for the healthcare supply chain.

This aligns nicely with AHRMM’s mission to advance health through the supply chain by providing education, leadership, and advocacy to professionals in health care and related organizations. Their commitment is to health improvement and community accountability.  Creating and empowering leaders to lead leaders is the core of what AHRMM does and how it supports the broader mission of the healthcare supply chain.  Talent within the supply chain needs investment and focus to grow and foster new relationships.

Implementing technology to meet the demands of the ever-changing landscape offers new opportunities to evolve the strategy map for AHRMM.  A strong foundation of past leadership and vision has paved the way to support future innovation and advancement.  My leadership and vision help support this mission by identifying and cultivating talent in the supply chain pools.

Building excitement and fostering growth within careers and the visibility of the healthcare supply chain is a passion I have worked hard to promote within our organization and in previous roles on the AHRMM education committee. I am working to educate organizations that the aim of cost, quality, and outcomes brings total value to our health systems and patients. The emphasis on balancing value with patient outcomes is paramount to the success of healthcare in the current state and into the future.  

Background

Active member of AHRMM:  11 years

Years in healthcare: 17

Years worked in the healthcare supply chain profession: 13

Years worked in current position: 7

Number of direct reports: 5

Number of employees in your department: 80

Type of Organization: Hospital/Medical Center

Organization Setting: Urban

Organization’s licensed bed count: 1,066

Describe your current position and responsibilities:

I am the Director of Supply Chain Operations at the UCHealth Anschutz Academic Medical Center campus. The details duties include:

  • Developing and implementing departmental goals, plans, and standards that are consistent with the organization's administrative, legal, and ethical requirements/objectives.
  • Direct and evaluate departmental operations, including information technologies, service level determination, and complaint management, to achieve performance and quality control objectives.
  • Plan and monitor staffing activities, including hiring, orienting, evaluating, disciplinary actions, and continuing education initiatives.
  • Prepare, monitor, and evaluate departmental budgets and ensure that the department complies with allocated funding. Coordinate and direct internal and external audits.

Educational Background:

  • BA in Pre-Physical Therapy/Sports Medicine
  • MBA – Supply Chain Emphasis
  • EdD – Organizational Leadership
  • CMRP
  • Lean Six Sigma Green Belt

Service

List service to local chapter and to AHRMM national, including all committee/task force involvement, and whether you served as a member or as chair, within the past 5 years.

  • AHRMM Education Vice-Chair – 2019-2020
  • AHRMM Education Chair – 2020-2022
  • CAHRMM Member at Large – 2017-Present 

List Annual Conferences, Leadership Training Conferences, and Thought Leader Summits attended, including dates and locations, within the past 5 years:

  • IDN Summit – Attendee and Faculty – 2020, 2021, 2022, Spring, 2023
  • AHRMM Annual Conference – 2019 - 2022

Service to professional associations or community organizations to which you belong, including all committees, whether you served as a member or as chair, the year(s) of service, any elected offices held and the year(s) held:

  • Association for Healthcare Resource & Materials Manager (AHRMM), Education Board Chair: 2019-2021
     
  • Colorado Association for Healthcare Resource & Materials Management (CHARMM): 2017 - Present
     
  • Association for Healthcare Resource and Materials Management: 2013 - Present
     
  • Young Professionals Affinity Group – UCHealth
     
  • American College of Health Care Executives
     
  • UCHealth Supply Chain Operations Academy (SCOA), Education Board Chair: 2022 – Present
     
  • UCHealth Executive Academy: January 2021 – February 2022
     
  • UCHealth IMPACT Award Winner: December 2021
     
  • Mentee, PVH Employee Training Programs, UCHealth Organizational Development: 2009 – Present
     
  • Mentor, UCHealth Organizational Development: 2016 – Present
     
  • Boy Scouts of America, Pack 98 Fort Collins, CO: 2013 - Present
    Cub Master, Assistant Cub Master, Den Leader, and Charter Organization Representative
     
  • Boy Scouts of America, Troop 83 Fort Collins, CO: 2018 – Present
    Scoutmaster
     
  • Longs Peak Council Board of Directors: 2017 – Present

Key Resources