HEALTHCARE SUPPLY CHAIN LEADERSHIP AND STRATEGY: HOW IT CAN HELP COST CONTAINMENT IN THE HEALTHCARE INDUSTRY

• Published in: Cost management 2010-03, Vol.24 (2), p.37
• Main Authors: Perry, Andy, Kocakülâh, Mehmet C
• Format: Magazinearticle
• Language: English
• Subjects: Computer literacy; Customer relationship management; Electronic procurement; Health care; Health care expenditures; Health care industry; Hospitals; Information sources; Information systems; Information technology; Internal customers; Inventory; Managers; Materials management; Office supplies; Patient safety; Physicians; Preferences; Product development; Product lines; Professionals; Prospective payment systems; Purchase orders; Reimbursement; Skills; Suppliers; Supply chain management

Healthcare supply chain management needs leadership and an organizational, strategic focus on accumulating sourcing and contracting capabilities for clinical preference items. An awareness of the problems and best practices in the supply chain is only an initial step toward future success. Healthcare is moving toward one key principle: clinical outcomes. As we embark on a new era of outcome-based reimbursement, our nation's health system is again at risk of constructing another incongruent strategy triangle if it neglects to give proper strategic emphasis and resources to supply chain management. A cross-disciplinary, inter-organizational leadership is needed in supply chain management to interface clinicians, suppliers, supply chain peers, and group purchasing organizations in a clinical value chain, outcome-based strategy. The abilities to collaborate and access, assimilate, and interpret information from each of these sources will be central to healthcare cost containment and success for all stakeholders.