Knowledge Center

Supply chain attributes inform critical supply availability and alignment with internal and external needs, integral to meeting pressures to deliver safe care.

In this case study, learn how Kaleida Health drove system-wide clinical-supply integration using three key strategies to build a clinically integrated supply chain.

2018 AHRMM CQO Summit: Each year at the annual AHRMM Cost, Quality and Outcomes (CQO) Summit, participants throughout the health care field come together to share their knowledge, leading practices and ideas on supply chain’s role in delivering higher quality care at a more affordable cost. The CQO Summit discussions, in turn, inform the next year’s CQO report, which guides the development of the agenda for that year’s Summit.

This case study provides a review of Grady Health System’s transformation from traditional Value Analysis Joint Product Review Team structure to Value Based Selection Committees which promote shared governance including system wide physicians and executives focusing on full integration of cost, quality, outcomes analysis to ensure selection of products offering the greatest overall value for cost reduction and improvement of outcomes.

This paper describes the development of a multidisciplinary and innovative product conversion process at the Dana-Farber Cancer Institute (DFCI) in Boston, Massachusetts, when the existing process for changing products was dysfunctional.

This paper explores the application of the Baldrige Excellence Framework to the health care supply chain. Specifically, the paper will explore the reasons that the Baldrige Framework might be used to evaluate and improve supply chain systems and processes. An examination of the need of a systems perspective will be followed by a brief overview of the Baldrige program.

The purpose of this paper is to share lessons learned and successes in contract management. Five years ago, Contract Management consisted of signing a few Letters of Commitment through our Group Purchasing Organization and trying to keep track of them in a three ring notebook.

The surgical instrument management software (SIM) implementation began in October of 2003 and a Lean initiative to redesign processes began in October 2005. Implementation of all the initial recommendations was not complete until June of 2006.

This paper addresses the importance of the supply chain on overall health care costs and how transparent data can lead to a best practice supply chain. Identifying necessary data as well as the location of that data to understand a complete cost structure is a challenge for supply chain leaders. Fragmented systems in healthcare lead to a weak and inefficient supply chain. This data fragmentation in healthcare causes frustration and failure in optimizing the supply chain.