TRENDS
Capstone contracting decisions are member-driven, through a committee process, he says. A team of region managers – all of whom have healthcare supply chain experience – call on Capstone members “not to sell contracts, but to identify savings and help the members improve the supply chain in their respective organizations.”
Purchased services Like other GPOs and alliances, Capstone sees tremendous savings opportunities in nontraditional areas, such as purchased services. Capstone has expanded its purchased-services portfolio by close to 700 percent since 2015. Its portfolio now includes opportunities for IT, human resources, facilities, clinical and professional services, as well as finance. “We have a member-led Purchased Services oversight committee that reviews all opportunities, both at the regional level and for all Capstone members,” says Bugg. “We have seen many savings opportunities and successes in purchased services from a variety of
areas outside of supply chain. We have found that partnering a member with a service vendor in a nontraditional area, then sharing the value the member realized, helps our membership better understand the potential value a contract offers. “As with most GPOs and regional aggregation groups, physician preference items are a priority, and Capstone will continue to strive to find solutions for our organizations using our member-driven model,” he says. “We are also looking forward to continued expansion in the non-acute market. We have large member partners, such as CHAMPS Group Purchasing, Vantage Group Purchasing, and IPC Group Purchasing, which have
Tim Bugg
“ We are also looking forward to continued expansion in the non-acute market.”
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April 2018 | The Journal of Healthcare Contracting