JHC Feb 21

February 2021 • Vol.17 • No.1

Building a Resilient Supply Chain This year’s Contracting Professional of the Year helped to develop and implement unique solutions to supply chain challenges brought on by the pandemic.

Amanda Chawla, Chief Supply Chain Officer, VP at Stanford Health Care, Stanford Children’s Health & Stanford-Valley Care

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CONTENTS

»» FEBRUARY 2021 Amanda Chawla, Chief Supply Chain Officer, VP at Stanford Health Care, Stanford Children’s Health & Stanford-Valley Care

The Journal of Healthcare Contracting is published bi-monthly

by Share Moving Media 1735 N. Brown Rd. Ste. 140 Lawrenceville, GA 30043-8153 Phone: 770/263-5262 FAX: 770/236-8023 e-mail: info@jhconline.com www.jhconline.com

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Art Director Brent Cashman bcashman@sharemovingmedia.com

Feature

Publisher John Pritchard

Contracting Professional of the Year » pg14

jpritchard@sharemovingmedia.com

Vice President of Sales Katie Educate keducate@sharemovingmedia.com

Circulation Laura Gantert lgantert@sharemovingmedia.com

2 Publisher’s Letter: To 2021 … And Beyond!

4

The Journal of Healthcare Contracting (ISSN 1548-4165) is published monthly by Share Moving Media, 1735 N. Brown Rd. Ste. 140, Lawrenceville, GA 30043-8153. Copyright 2021 by Share Moving Media. All rights reserved. Subscriptions: $48 per year. If you would like to subscribe or notify us of address changes, please contact us at the above numbers or address.

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Publisher cannot accept responsibility for the correctness of an opinion expressed by

Serving on the Front Lines Emergency physicians were tired, but determined, amid rising hospitalization rates and COVID cases.

24 How Would You Grow Your GPO? 28 Beyond Four Walls Today’s consolidated service centers require well-thought-out strategies in order to effectively meet the goals of their overarching organizations.

32 UV-C Disinfection in the Limelight Next to front-line workers and Anthony Fauci, mobile ultraviolet ‘robots’ could be the pandemic’s biggest rock stars.

contributing authors.

The Journal of Healthcare Contracting | February 2021

36 Managing Through Difficult Times National Account Executive of the Year said patience, bold visions will lead the way in 2021

37 Drafting a New Playbook Why the game plan for healthcare supply chain distribution needs to change now

40 The Healthcare Landscape in 2021 Key trends to watch

42 Frustrated By Glove Shortages?

Talk with your distributor about alternatives and conservation strategies

43 Calendar 44 Two Things People Get Wrong About Purpose 46 Industry News

1

PUBLISHER’S LETTER

JOHN PRITCHARD

To 2021 … And Beyond!

Wow, what a year of change. It really is true that the one thing you can count on is change. Everything seems to have changed this past year thanks to the pandemic. As it pertains to the healthcare supply chain, I see a lot of long-standing norms that we’ve enjoyed for years not coming back soon, if ever. All of this unwelcomed change adds more questions than answers as we plan, prepare and forecast for 2021.

Will we ever convene again in a conference-like seminar? I sure hope so, but it will look totally different. Conferences and expositions may be held outdoors or in much larger and more vacuous places. The days of people sitting in a booth for a few hours at a time don’t seem to be on the horizon anytime soon. I think we’re likely to see more panel discussions and keynotes, maybe even where the presenter is pre-recorded.

What will business meetings look like?

Whether it’s a quarterly business review, sales call or a product in service, what will these interactions look like? My tea leaves show these will be fewer and far between. During the pandemic we’ve learned many of these meetings were routine but maybe not necessary. I think incumbent suppliers are going to retain market share more easily than in the past few years when buyers were more accessible and open to hearing and seeing innovative products and services.

What about interviewing new candidates?

A year ago, I couldn’t imagine hiring someone that I hadn’t met in person a couple of times and at least enjoyed a meal together. In this era, I think we will see a lot of people hiring people they already know or someone they know only virtually. That is strange to think how the norms of the hiring process can go entirely online.

It’s interesting to think how in years past my professional network grew every year. Usually it was from meeting someone at an industry event collaborating on a project. I flew three times in 2020 – once for work and twice personally. To me this industry has always been about the people, not the clinical value proposition or even the great institutes we cover. I for one long for when we can re-connect, shake hands and expand our networks in person again.

To me this industry has always been about the people, not the clinical value proposition or even the great institutes we cover.

Thanks for reading this issue of The Journal of Healthcare Contracting.

2

February 2021 | The Journal of Healthcare Contracting

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EXECUTIVE INTERVIEW

Serving on the Front Lines Emergency physicians were tired, but determined, amid rising hospitalization rates and COVID cases.

Dr. Ryan Stanton, an emergency physician practicing in Kentucky, didn’t have to think long about what words he would use to sum up how he feels after months of providing emergency care amid the COVID-19 pandemic.

4

February 2021 | The Journal of Healthcare Contracting

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EXECUTIVE INTERVIEW

“Fatigued and tired,” he said. “Everybody’s worn out.”

Indeed, the nation’s frontline

get together, we can’t do the things that we used to do for team building.

Then you’re especially nervous because

Dr. Stanton: The shortages are twofold.

In my situation, I started getting symptoms Thanksgiving week, so it was

caregivers have paid a physical, mental,

a lot of folks outside the hospital feel like

hard to get a test to confirm it. I had

and emotional toll in fighting the pan-

you’re always contagious. So we have friends

shifts coming up, so I was worried about

demic. Record-breaking hospitalization

that haven’t been willing to talk to us since

getting those shifts covered. Thankfully

rates have taxed emergency physicians

the onset because we’re in healthcare and

for me it went very smoothly.

and emergency department staff in un-

they feel like we’re a Typhoid Mary, just

precedented ways. Dr. Stanton, a board

waiting to spread COVID to everybody.

member of the American College of

Then there were the initial frustrations

But for the nursing situation, you have exposures, people are out and of course the changing amount of time that it’s go-

Emergency Physicians (ACEP), talked

with lack of PPE, or adequate PPE, when

ing to be – whether it’s 10 days, 14 days,

to The Journal of Healthcare Contracting

you’d start opening up masks and all the

etc., A lot of hospitals and facilities have

about the challenges, and the repercus-

instructions are in Chinese.

models where even with exposure you

sions for emergency departments and healthcare as a whole moving forward.

And even now with the vaccine. Most that have access to it are overjoyed. But

still work unless you develop symptoms, because some people were taking advantage of it.

There are very lucrative opportunities in hard hit areas that promote transition to travel nursing opportunities.

This poses a challenge for staffing in community and rural settings.

When we had our numbers drop in March, a lot of hospitals cut their staff. So in March and April, the workforce numbers were down, and they’re still down in some places. They cut their staffs, but like everything does, volumes came back.

We’re about 90% to 95% of our volume, but we still haven’t been able to hire back or find the folks to fully staff the ER and hospital again. Then you have those that transitioned to traveling nursing gigs and things like that.

So it’s been a real challenge not only with the virus itself, but with the workforce numbers that came during this unexpected drop in volume, and then the rebound.

The Journal of Healthcare Contract-

we’re hearing from places where it may

ing: Can you describe the toll that

not be getting to physicians in emer-

JHC: How are hospitals and health

the pandemic has taken on emer-

gency conditions, emergency staff,

systems trying to help in these areas

gency physicians and their depart-

front line folks. The logistics are

from an organizational standpoint?

ments? How has it affected their

tough, and trying to fight all the false

Dr. Stanton: There are very lucrative op-

mental and physical health?

narratives and conspiracies and every-

portunities in hard hit areas that promote

Dr. Ryan Stanton: I think everybody

thing that is out there is frustrating

transition to travel nursing opportunities.

in medicine, but especially emergency

as well.

This poses a challenge for staffing in

medicine, is just tired now. Everybody is

community and rural settings.

worn out. We can’t see each other’s faces,

JHC: What has COVID’s effect been

and everything’s very isolated. We can’t

on staffing shortages?

6

Hospitals are trying to hire, but you can’t just flip a switch on staff and hire

February 2021 | The Journal of Healthcare Contracting

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EXECUTIVE INTERVIEW

somebody and have them in. You have

A lot of places see the entire health-

they had 34 boarders in the emergency

to onboard. Almost all nurses in the

care setting as one entity, and don’t

department, so they had more people

emergency department, whenever they’re

understand the unique environment of

admitted to the hospital in the ER than

hired, they’re precepted for at least a

the emergency department. Thus under-

there were beds. One of those boarders

couple of weeks, if not longer (especially

standing the flow, speed, turnover, acuity

had been there 15 days.

if they’re a new nurse) to get used to the

and everything else involved with it. The

system, to get used to our emergency

closer that the administration was with

What you established in March is not

department. So it takes quite a while to

emergency medicine and frontline health,

going to work now. Currently one of

get the numbers back up. And during that

the better the process was.

the biggest things with the communica-

Communication has to be evolving.

time, you may lose a few more. Hospitals

For instance, knowing that we can’t

tion is on the vaccine. Who gets it, and

are trying their best, it’s just that there’s a

say we’re not going to wear N95s until

understanding who are the highest risk exposures. At first, our system didn’t put our treatment center on the first round

With supply chain, we’ve been very satisfied with just-in-time delivery and lean processes for the last 20 years. But that doesn’t work when you have a pandemic.

of vaccines. But that’s our second line where we’re sending our COVID patients, they’re the primary care offices in a community, and so they have very high risk of exposure. Understanding your whole landscape is very important.

And I think different places have done better, some have done worse, and everything in between.

JHC: What are some long-term implications of the pandemic for emergency departments?

Dr. Stanton: I think it’s going to change the face and practice of medicine overall,

limited commodity, and everybody’s look-

we have high suspicion that somebody

because I think we’ve figured out some

ing right now.

has COVID. We learned that our first

things that we’ve been doing wrong, but

COVID patient didn’t come in with

we’ve never been in a situation where we

JHC: What’s the communication be-

COVID symptoms, the patient came in

get the risk associated with it.

tween the emergency departments

with a stroke. So everybody was in the

and supply chain been like as far

CT scanner room with no PPE on. That

satisfied with just-in-time delivery and

as trying to get the necessary PPE,

was before we understood the nature of

lean processes for the last 20 years.

medical supplies and adjusting to

COVID. We learned we have to wear PPE

But that doesn’t work when you have a

the new demand?

for COVID in every single room.

pandemic. You can’t have just-in-time de-

With supply chain, we’ve been very

Dr. Stanton: The biggest thing with that

So getting those understandings, and

is whether your C suite – the part of the

understanding when the volumes are going

we’ve learned a lot of stuff about when

hospital that has carpeted offices – is

to come, and when they’re not going to

we are prosperous, we may be putting

connected to emergency medicine.

come. Now in the winter with the amount

ourselves in a position of risk. Over the

Is there physician leadership that under-

of COVID cases, bed space is an issue. I

last 20 years, we’ve been very prosperous

stands emergency medicine, or is it

have a friend that posted last week that he

in terms of having stuff at our finger-

a disconnected?

has a 20-bed emergency department and

tips, being able to order something and

8

livery, because nobody can deliver. I think

February 2021 | The Journal of Healthcare Contracting

have it in house later that day, whatever

to put plans of succession and future

farther and farther away. Everybody is

it may be. And that works until there’s a

growth and pipelines to staffing models.

finally upbeat with seeing the potential

pandemic or a big disaster. That puts a lot

But again, there’s a shifting landscape of

light at the end of the tunnel.

of people, including our healthcare folks,

where are your people? What are their

at risk.

degrees and qualifications? And what’s the

benefits. I’ve not seen a single flu case

demand out there?

so far this year. We aren’t seeing RSV,

From a workforce standpoint, I think we’re going to see significant attrition

The challenge now is that we have a

Also, there have been some side

we’re not seeing norovirus, we’re not

after the pandemic, with physicians,

whole country that’s going to be dealing

seeing the usual things this time of year.

nurses, and techs wanting to get out of

with supply and demand, as opposed to

So there’s been a benefit from those

health care. The message they’re hearing

just regional stuff, which is just easy to

standpoints. Those tend to be high risk

is, “Thank you for serving on the front

fix with people moving from site to site

for our young children, so our children

lines of the pandemic, now we’re going

to get a better job, better facilities, better

are probably safer this winter than

to cut your pay and benefits.” With that

support. But now it’s the whole country.

they’ve ever been.

going on and then what’s happening with Medicare and insurance, I think you’re going to see a fair amount of attrition and turnover, which could make access to care even more difficult moving forward.

JHC: Are organizations anticipating the attrition and trying to work toward preventing it?

Dr. Stanton: I think some are. While I think you’ll be able to make up with bodies, the question is quality.

There is a big difference between having a board certified emergency physician versus a nurse practitioner that just finished their online degree. Though they are both providers, the quality is going to be very different, the experience

The average emergency physician sees about 20,000 patients before they’re considered sufficiently competent in emergency medicine.

We typically have 20,000 hours of training before we can be board certified.

is very different. There are mechanisms by which to replace, but the question is, what is the experience and knowledge

JHC: What do the next few months

and what’s being lost from a patient

look like for emergency physicians?

exit strategy to the pandemic. We’re start-

exposure standpoint?

Dr. Stanton: The biggest thing that has

ing to see a change in the mood towards

The average emergency physician

We’re looking forward to 2021 being an

uplifted medicine, especially emergency

more positive now than what we would

sees about 20,000 patients before they’re

physicians and emergency staff, has

have seen a month ago. And I think that’s

considered sufficiently competent in

been the vaccine. The vaccine was the

going to continue as we see the numbers

emergency medicine. We typically have

first time in nine months that we’ve

start to drop off in mid-January, which is

20,000 hours of training before we can be

seen frontline health care workers with

expected after the holidays. They’ll shoot

board certified. When we replace, when

a positive outlook on the pandemic and

up a little bit and then start to tail off, and

we backfill, what’s the loss because of

that there’s going to be an end. Before it

hopefully with the vaccine distribution,

that? I think a lot of facilities are trying

seemed like the goalposts were moving

we’ll see it go away for good.

The Journal of Healthcare Contracting | February 2021

9

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The clinicians in your health system’s non-acute facilities play an im-

full flu strategy will be more important than ever before.

acute treatment sites.

4. An automated supply chain,

portant role in vaccinating, testing and

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Health system’s supply chain plays an

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important role in providing clinicians with

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the freedom to focus on care and not on

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supply chain activities. Here are four ways

and ancillary medical products. It’s

supply chain can provide them with a ho-

even more important to plan for a

listic flu program, encompassing preven-

Step 1: Anticipate demand

challenging flu and respiratory season.

tion, diagnostics and treatment:

Having a flu preparedness plan in place

Vaccinating against flu will be critical

1. Demand planning for pre-season

is good business and essential for a

in mitigating potential patient surges at

and in-season vaccinations

seamless transition into flu season. It

health systems this winter. Designing a

and treatment.

begins by anticipating the demand for

10

February 2021 | The Journal of Healthcare Contracting

vaccines, flu tests, antivirals and neces-

processes and lower costs. The same prin-

systemwide, holistic care for flu and

sary med/surg supplies to vaccinate.

ciple holds true for flu programs.

respiratory illness, the health system

By examining last season’s purchases

By selecting one distributor, the

can capture and record vaccination and

and consumption data, supply chain can

health system gains access to the depth

treatment activities in the electronic

spot trends to help anticipate demand.

and breadth of flu products, including

healthcare record. That’s helpful if

Your supplier can assist in gathering that

vaccines, ancillary medical supplies, diag-

the patient is hospitalized or seen by

information and adjusting it, if necessary,

nostic testing, and products for treating

someone other than their family physi-

to accommodate anticipated market – and

flu. (The last category includes Tamiflu®,

cian. What’s more, if vaccines or tests

epidemiological – developments.

which is used to treat flu in people two

are recalled, the health system can track

weeks of age and older who have had flu

down potentially impacted patients us-

symptoms for no more than two days.)

ing patient records.

Health systems should consider its patient mix to determine which vaccines to order. Having access to a full vaccine

The health system benefits from the

Point-of-care flu and RSV tests can

portfolio with vaccines for patients of

distributor’s volume contracts with manu-

be administered in the doctor’s office

every age, including FluMist® Quadriva-

facturers, and web-based reporting helps

and delivered to the patient in minutes.

lent, a nasal spray flu vaccine for eligible

supply chain understand who is ordering

This same-day process speeds up treat-

children and adults ages 2-49. Note: the

vaccines, what type of vaccines and ancil-

ment plans and can help support pa-

industry has moved from trivalent vac-

lary products they are ordering, and from

tient satisfaction. After all, when you’re

cines, (containing three strains – two A”

whom they are ordering them. This may

sick, the last thing you want to do is go

and one “B”) to quadrivalent vaccines

be your best shot at identifying “rogue

to multiple offices for testing. Health

(containing four strains – two “A” and

purchasing,” which can adversely affect

systems should consider standardiza-

two “B”).

the health system’s ability to standardize

tion and adoption of multiple methods

for best costs.

for testing.

Supply chain should also consider working with its lab supply chain counterparts to ensure there will be enough flu test kits, including rapid molecular testing.

Rapid molecular assays can detect the influenza virus in approximately 15 – 30 minutes2 and supports latest infectious disease society flu (IDSA) guidelines (www.idsociety.org/practice-guideline/ influenza). Due to expected allocations

and supply restraints on COVID-19 tests

By selecting one distributor, the health system gains access to the depth and breadth of flu products, including vaccines, ancillary medical supplies, diagnostic testing, and products for treating flu.

for molecular tests, many health systems should understand the testing options for flu and COVID-19, then work with a dis-

Step 3: A systemwide program

tribution partner to help each care setting

Chances are, your health system is

Step 4: Automate your supply chain

get set up to address respiratory illnesses

facing increased competition for

Automation of back-end processes leads

with a full suite of testing for flu, strep,

flu vaccinations from supermarkets

to better business efficiencies. Managing

RSV and COVID-19.

and retail clinics. That’s why many

pre-season and in-season flu ordering can

are building point-of-care flu and

be an automated process. Rather than

respiratory testing programs for all

shuffling through myriads of reports

their non-acute treatment sites.

from multiple distributors and manufac-

Step 2: Standardize Supply chain executives know that standardization leads to more efficient

Competitive reasons aside, such programs benefit patients. By providing

The Journal of Healthcare Contracting | February 2021

turers, supply chain has quick and easy access to systemwide data and analytics

11

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to help with demand planning. Using cutting-edge technology can help capture and analyze data across the health system.

In non-acute care settings, which are

2021-2022 flu season update

often located across a region, having connectivity like EDI and on-line ordering can help enable business efficiencies.

FluWise® McKesson has offered the FluWise® program to customers for several years, but recently adapted it for today’s health systems. The program offers expanded warehouse hours, so all sites receive their vaccine and other flu-related products quickly.

Ninety-five percent of orders come with same- or next-day delivery. FluWise® also offers guidance on opportunities to standardize products, complimentary training on topics such as vaccine storage and influenza coding, and expertise to help the health system manage patients’ needs throughout the flu season.

By participating in the FluWise® program, supply chain gains access to a committed customer service team, who will answer product-related questions, expedite orders, and provide alternatives in case of backorders. They can help supply chain pre-book flu vaccines to make sure the health system gets high-quality products in the quantities needed, and avoid manufacturer waitlists.

Given the potential complexities COVID-19 may bring to the upcoming flu season, consider helping your clinicians serve their patients with McKesson FluWise®. For more information, visit

Supply chain executives can expect a higher demand for influenza vaccine from their clinicians than they have in prior flu seasons, says Omar Bateh, director of vaccines, McKesson Medical-Surgical.

Very early manufacturing estimates for the 2021-22 flu season are 184-188 million doses, compared to approximately 168 million doses in the 2019-2020 season, he says. “Across various class-of-trades, we are seeing a 10 to 20% increase in demand.” There are expectations of high demand for the 2021-2022 flu season.

The McKesson Medical-Surgical vaccine team is working closely with every manufacturer on pre-booking demand to help increase supply in the marketplace for the upcoming season, he adds.

In addition to a greater demand for flu vaccine, healthcare providers can expect a few other changes related to the COVID-19 lockdown last season.

“Providers should be thinking about alternative avenues to administer flu vaccines, potentially vaccinating in the parking lot, setting up drive-through clinics, or potentially partnering with a home health agency to vaccinate patients in their homes,” says Bateh.

In addition, as clinicians administer flu shots in the fall, they should make sure to catch their patients up on any shots they might have missed during the lockdown. “Even if the patient is up-to-date, they should be offered a pneumonia shot such as Pneumovax® 23 or Prevnar 13®, and a shingles vaccine like Shingrix.”

Depending on the severity of the upcoming season, supply chain might encounter a heightened demand for antiviral medications, such as the branded drug Tamiflu®, the generic oseltamivir phosphate, as well as Xofluxa™, first marketed in October 2018.

https://mms.mckesson.com/content/clinicalresources/flu-management.

1 2

https://www.cdc.gov/flu/about/burden/preliminary-in-season-estimates.htm https://www.cdc.gov/flu/professionals/diagnosis/molecular-assays.htm

12

February 2021 | The Journal of Healthcare Contracting

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Amanda Chawla, Chief Supply Chain Officer, VP at Stanford Health Care, Stanford Children’s Health & Stanford-Valley Care

14

February 2021 | The Journal of Healthcare Contracting

BY GRAHAM GARRISON

Building a Resilient Supply Chain This year’s Contracting Professional of the Year helped to develop and implement unique solutions to supply chain challenges brought on by the pandemic.

In 2020, collaboration was top of mind for Amanda Chawla, chief supply

Stanford Children’s Health and Stanford

chain officer/ vice president, Stanford Health Care, Stanford Children’s Health and

Health Care – ValleyCare. “Supply Chain

Stanford Health Care – ValleyCare. For instance, at the time of Federation of American

is a strategic, operational, and executive

Hospitals Conference last February, as Chawla watched the coronavirus developments

function that impacts every single non-

overseas, she tried to plan for what was coming, not only for Stanford Medicine, but for

labor resource and every function in any

the local community and industry in general. “I probably didn’t imagine the pandemic to

organization. Healthcare Supply Chain

the degree that it is today,” she said. “I was thinking about what was happening abroad

requires a patient-centric approach and a

at the time of Federation, the potential impact, and what were ways I could collaborate

dyadic clinical partnership that incorpo-

with my colleagues should COVID become prevalent in the United States? How could

rates value (value = cost, quality, effi-

we work together to secure the Supply Chain?”

ciency & outcomes) in every aspect of the business. Supply Chain is about executing board functions from planning, procure-

Chawla, this year’s Contracting Professional of the Year, answered those initial questions with ideas that helped Stanford Medicine navigate the COVID-19 pan-

> Stanford University School of Medicine > Stanford Health Care > Stanford Health Care – ValleyCare > Stanford Children’s Health

demic, and benefited neighboring health systems as well.

ment to operations of logistics by keeping the patient at the heart of the equation – we provide the right item at the right time to healing hands that provide care to our patients. Supply Chain is really the sup-

All told, Stanford Medicine’s clinical facilities includes approximately 146

portive arm and sits across the entities.”

There are three tenants that bring

operating/procedure rooms and over

those entities together, Chawla said.

Stanford Medicine tenets

1,200 beds. Stanford Medicine has about

“One is our drive to be digitally driven,”

Stanford Medicine is an academic medi-

3 million outpatient encounters a year

she said. “The second is to be value

cal center (AMC) focused on education,

with a non-labor spend of $1.5 billion.

focused, and value as defined by qual-

research and clinical care. The primary organizations are comprised of:

Supply chain is a shared corporate service across Stanford Health Care,

The Journal of Healthcare Contracting | February 2021

ity, safety cost, experience, whether it involves patients or stakeholders. The

15

CONTRACTING PROFESSIONAL OF THE YEAR

third is to be uniquely Stanford, which is

media for testing in house,” Chawla said.

healthcare providers. “When you’re in an

the cutting-edge medicine component of

Stanford Medicine has been making its own

urgent situation where traditional sourc-

changing the way we do things through

media for COVID-19 testing ever since.

ing channels are limited, the idea is to be

innovations, education, and research.

Another product shortage involved

able to reach out to your colleagues across

Having the privilege to lead in an AMC,

testing swabs. Supply was limited and,

our industry and trade product. We know

I have the opportunity to collaborate

across the industry, supply chain depart-

that not all purchasing is equal,” she said.

with professionals across the health

ments were up against the same barriers.

“We have to come together as a healthcare

system and university and access to re-

Stanford Medicine partnered with several

provider industry supporting not only our

sources that assist with the advancement

companies in the Bay Area, such as 3D

systems and our community but support

of our profession.”

printing organizations and engineers,

one another as healthcare supply providers. While this solution is intended for

“ We were able to solve some supply chain problems not only through direct international strategic sourcing, but leveraging collaborations and through the activations of an Innovations Task Force.”

– Amanda Chawla

emergent needs, we still need to evolve and develop data sharing and intelligence that leads to a resilient Supply Chain. We are data-rich but intelligence poor – we must solve and address the gaps that will allow for visibility in the ‘Supply Chain’ linking raw materials to utilization to demand forecasting. We must address the simple day-to-day operations such as removing the ‘hunting and gathering’ of par management in logistics. Building an intelligent supply chain that allows us to have a push system, automated information, leading to

Innovations and Innovation Task Force

to try to solve its own supply chain

reliability, performance, transparency, and

problems. Through these partnerships,

value, is a must. Can we create a cultural

Internally, Stanford Medicine leveraged

Stanford Medicine was able to produce

change in our industry that forces transpar-

resources, knowledge and the skillsets of

3D-printed swabs. Another example of

ency and collaboration? When we face

its professionals to help propel the health

innovation was with PPE and disposables

the next global pandemic together, we’ve

system’s COVID-19 response and solve

being short on the market, Stanford uti-

got to be able to collaborate, have solu-

problems that couldn’t have been solved

lized 3D printing to solve the market limita-

tions in place that protect not only our

through strategic procurement. The

tions with standard face-shields, equipment

institutions and communities, but each

organization created an Innovation Task

parts, and CAPR/PAPR shields.

other across the industry.”

Force. Because the global supply chain

“We were able to solve some supply

The exchange would prove to be of

was being stretched to the limit, Stanford

chain problems not only through direct

immediate value for Stanford Medicine

Medicine leaders asked themselves, ‘What

international strategic sourcing, but

and other hospitals as supply shortages

solutions could the organization come up

leveraging collaborations and through

varied. Stanford Medicine did a number

with internally?’

the activations of an Innovations Task

of exchanges where it had surplus of cer-

Force,” Chawla said.

tain PPE size or item with another system

As it turned out, plenty. For example, Stanford Medicine was short on me-

In early March, as the pandemic

who may have had another PPE size or

dia for the labs needed for COVID-19

worsened and shortages of critical sup-

item. Stanford Medicine traded products

testing. “Our lab and procurement team

plies surfaced, Chawla approached the

such as N95s, cleaning and disinfectant

partnered with the School to pull raw ma-

CEO of an AI technology organization

wipes and masks with other systems

terials used in research to make our own

about creating a supply exchange for local

through the pandemic.

16

February 2021 | The Journal of Healthcare Contracting

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CONTRACTING PROFESSIONAL OF THE YEAR

Stanford Medicine

Keeping people at the center When the pandemic hit, Stanford Medicine had to move towards a distributed workforce model almost overnight.

Its category management, master data management, and purchasing teams all went off site. They’ve been working from home ever since, amid conditions that require tight coordination, communication, connection and collaboration.

The infrastructure component was critical. Stanford hospital leaders discussed how they could have their command center set up within supply chain so coordination could be maintained from leadership to frontline staff.

To do this, they invested heavily in how

18

Taking a moment to step back and reflect on the past year, Chawla said it is important that we recognize the Supply Chain responded and performed in the way that it was designed to, with lean principles.

communications occurred in addition to the structure itself. “We’ve always had monthly newsletters,” Chawla said.

“We revamped those for use in our daily huddle structure and enhanced communications and connects through a myriad of different tools from daily cascading of huddles to podcasts to bi-monthly newsletters and increasing frequency of all hands leadership meetings.”

The podcasts have been a hit as they shine light on the front-line team members and present an opportunity for leaders to provide a personal touch to the messaging and organizational communications broken down in a meaningful way.

February 2021 | The Journal of Healthcare Contracting

CONTRACTING PROFESSIONAL OF THE YEAR

2020 has been an unprecedent year of disruption, angst and of change.

day, we’re all people, and we’re all in a

would propose the conversation will shift

human business.”

in a more accelerated manner towards

Stanford Medicine navigated through the

total value and reliability.”

first supply disruption of the Cardinal

Stanford Medicine made two major

packs and gowns to the pandemic to

Resiliency

decisions in the midst of the pandemic

social justice to California fires to the

Taking a moment to step back and reflect

to focus on risk, resiliency, transparency

election unrest. With the amount of

on the past year, Chawla said it is impor-

and diversification. The resiliency part

disruption the nation has faced it has

tant that we recognize the Supply Chain

of the conversation was probably one

brought forward economic hardships,

responded and performed in the way

of the most important elements that

loss of homes, illness, job loss, unreliable

that it was designed to, with lean prin-

is being embedded within contracts

childcare and much more.

ciples. Pre-COVID-19, the key tenants

with transparency and data as part of

of supplier/provider relationships were

contractual language.

“It’s not just one thing,” Chawla said.

“Recognizing the impact of the disrup-

efficiency and cost.

“Outside of contracting, it is impor-

The silver lining that the pandemic

tant that in part of that evolving rela-

health, the team and support. As a lead-

has brought forward is an opportunity to

tionship with suppliers there are more

ership team we have ensured that we’re

change or double down on a perspective

in-depth conversations to build trust and

keeping people at the center of what

and approach. “I do not see cost or price

understanding principles. The conversa-

we do. Part of that for me, is empathy,

of products and services being removed

tions may go something like, ‘I can’t do

respect, recognition and the communica-

from the conversation – that is still go-

X for you; however, an area where we

tion, collaboration, and transparency –

ing to be part of the compensation for

may be able to collaborate or provide

reaching out. Because at the end of the

economic viability,” Chawla said. “But I

support towards the problem or solution is

tions, we have focused on well-being,

Doing the right thing Chawla was born in India, but grew up in the suburbs of Seattle, Washington. Her family relocated to the United States primarily because of an aunt, who was a nurse.

Chawla’s aunt passed away due to a medical error. While Chawla was very young when it happened, her aunt’s death was a pivotal event. “It had an impact on my family and in my personal life. As a result, I think about processes, structure, assuming good intent and as a leader my responsibility to provide support and care to people at the heart and center of leadership,” she said. “How do we create processes and infrastructures that eliminate the potential human errors in our processes? People intend to do the right thing and are good in their desire, but we are human, we do make mistakes. So how do we create an infrastructure that’s around processes and systems and leverage that in the work?”

20

Chawla got an early start to a career in healthcare as a medical assistant. While in high school and through college, she worked at a psychiatric hospital performing a myriad of functions from intake, admission, to providing direct patient care across pediatrics to adults. She also worked for a private practice, a group of physicians who wanted to start clinical trials. Chawla would end up opening their clinical trial site operations, establishing the operating procedures to marketing and recruitment. “Some of the things that the physician owners and leaders taught me was really how we lead and connect with people, whether it was on the frontline taking care of a patient, or whether it was running the office to speaking engagements. I learned early on that it was really about people. You can learn the technical aspects of the job, but you have to have the behavioral components and the leadership attributes to bring and lead people.”

February 2021 | The Journal of Healthcare Contracting

on Z.’ It’s that trust and that knowledge of whether the supplier is a company you can rely on. Do they have safety stock?

How do I ensure that my organization is going to be protected and that we are not going to impact patient care? How do we know what the supply is in terms of availability and demand? Importantly, how do we come together?”

Moving forward, there will be a greater demand for further insight into quality and control on inventory. Providers will want the right and intelligent information and visibility upstream Supply Chain, all the way to raw materials that leads to reliability and resiliency.

Indeed, conversations on visibility are happening all around the industry, Chawla said. There are questions to work through, such as what platform to use, data systems integrity and standards around the data. “There’s a lot that goes into it. And right now, as I see what we’re doing at Stanford, and what my colleagues are doing, a lot of it is the focus on resiliency. We’ve invested very heavily in a resiliency program and model.”

Data integrity and transparency are integral. Not just understanding what’s in the pipeline, but what the raw materials are, where they come in during the manufacturing process, how the product is transported, and what is the location of the distribution centers where the inventory is stored before it actually reaches hospitals and health systems. Understanding the current inventory on hand at any given moment to the consumption’s trends and demand fluctuations.

“I believe more organizations will take pause and re-assess their just-in-time inventory model differently,” Chawla said.

“Because if you think about it, most hospitals designed their Supply Chain to be a

“Outside of contracting, it is important that in part of that evolving relationship with suppliers there are more in-depth conversations to build trust and understanding principles.”

The Journal of Healthcare Contracting | February 2021

lean Supply Chain, to be Just-in-Time and to only keep a certain amount of inventory on hand. When the pandemic hit, our Supply Chain responded in the way that it was designed. It was not designed around resiliency. It was not designed around pandemics.”

Stanford Medicine did a risk stratification analysis of all the different types of disruptions that can occur from daily manufacturer back orders to a recall to situations that are specific to the Northern California region, like earthquakes or wildfires. The Supply Chain team then broke the stratification out into four quadrants, and discussed what was most

21

CONTRACTING PROFESSIONAL OF THE YEAR

likely to occur, the potential impact, and the hospital’s preparedness and response capabilities.

Based on that grid, the Supply Chain team came up with a number of different factors to examine and resolve as they built their resiliency program. This included data access, data management, analytics, processes across the intra-Supply Chain, and standard work. Another element was the investment of a resiliency program that supports business continuity and manages towards a resilient Supply Chain including risk mitigation scenarios and planning. Facilities also factored in.

“We have invested capital into a resiliency warehouse in which we’re keeping certain amounts of supplies and operationalizing a hybrid model between just-in-time with our distributor, direct order management, and the resiliency warehouse.”

Supplier diversification was an important consideration. “Another important element our item management and

Chawla said COVID-19 has accelerated the need to further invest in the Supply Chain on things that we should be doing and have needed to do.

assessment is using the 80/20 rule. How do we accelerate clinical equivalence substitutes, so when we have a product disruption with product X, we know what’s Chain has been important. Stanford

recognition of what’s gone on in 2020,

Medicine’s Supply Chain is clinically

and how that changed our lives,” she

integrated and supported. “So we’re

said. “I think we’ve been in the stage of

The road ahead

fortunate in that sense,” Chawla said.

adapting to the new normal, but now

Chawla said COVID-19 has acceler-

“But it’s brought that to a heightened

it’s about living in that new normal. And

ated the need to further invest in the

awareness. We have forged stronger

it’s about transforming our leadership,

Supply Chain on things that we should

relationships with our clinical providers,

business practices for enhancement and

be doing and have needed to do. “It has

leadership across the organizations and

optimization for in the next normal of

brought the awareness to our organiza-

systems, improved some of our busi-

our future.”

tion as a lifeline – without the medical

ness processes that has provided greater

supplies to our care providers we are

visibility in our inventory, and are im-

system as a whole must utilize 2020 as a

handcuffed on the core mission of pro-

proving relationships with our strategic

catalyst to lead and change. “Is COVID

viding patient care and that is the case

suppliers and collaborators.”

going away? Probably not. But how we

clinically acceptable as an alternative?”

for all healthcare institutions.”

Obtaining funding, support, clinical partnership, and investment for Supply

22

Chawla said that the next six to

Supply Chain and the U.S. healthcare

respond, engage and operate can be dif-

12 months will be about adjusting to

ferent. We should utilize 2020 as a silver

the next normal. “It’s going to involve

lining to design the next future.”

February 2021 | The Journal of Healthcare Contracting

Coloplast

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GROUP PURCHASING ORGANIZATIONS

BY MARK THILL

How Would You Grow Your GPO?

If you were the leader of a group purchasing organization, how would you

Two supply chain experts recently

grow it? Would you expand your contract portfolio? Merge with another group? Pursue

shared their thoughts on GPO growth

new markets? Introduce new services?

with The Journal of Healthcare Contracting.

There are all kinds of growth strategies. For instance, Vizient’s acquisition of In-

The first, Eugene Schneller, professor

talere from Intermountain Healthcare in November gave the GPO a bigger presence in

of supply chain management at the W.P.

the non-hospital market, among other things. And by acquiring Resource Optimization

Carey School of Business at Arizona State

& Innovation LLC (ROi) in October 2019, HealthTrust gained experience in logistics

University, believes growth comes from

and manufacturing (i.e., custom procedure trays).

offering products and services that help

24

February 2021 | The Journal of Healthcare Contracting

more, because of what he observed during COVID-19, he would work to ensure the integrity of his supply chain, so that necessary products would be on hand when they were most needed.

Growth strategies “Just expanding the number of products on contract isn’t what you want to do,” says Schneller. “Instead, develop a product line that helps your customers build value.” Sometimes an acquisition that provides a unique competency can help a GPO do just that.

He points to HealthTrust’s acquisition of ROi. “ROi has consistently been a leader in supply chain management in the U.S. – not just about price, but about value,” he says. The deal combined excellence in strategic thinking with supply chain management, and integrated ideas from other industries.

Furthermore, as part of Mercy, ROi had already begun to think in terms of managing around episodes of care, he says. GPOs should take heed and help their members look at supplies in the context of bundled payments. “Many health systems are looking for that kind of thinking.”

Finally, as head of a GPO, Schneller would work with supply chain partners to smooth out wasteful processes, including the current ineffective method of conducting product recalls. Some manucustomers build value. If Schneller were

Braintree, Massachusetts, were leading a

facturers have already taken the lead, he

leading a GPO, he would develop stronger

GPO (as he did Consorta and Premier),

says. Philips, for example, uses advanced

alliances with suppliers, so together they

he wouldn’t shy away from consolida-

analytics to examine service records

could create innovative products and

tion opportunities, but he would keep a

and detect potential problems before

services driven by customer demand – not

watchful eye on his organization’s cost

they multiply, he points out. “It’s taking

their own sales and marketing exigencies.

to serve. That way, he could drive up

capabilities like these and translating them

If John Strong, chief consult-

members’ dividends – an important draw

into value-added propositions for health

ing officer, Access Strategy Partners,

for hospitals and health systems. What’s

systems that will make the difference.”

The Journal of Healthcare Contracting | February 2021

25

GROUP PURCHASING ORGANIZATIONS

John Strong believes that trying to

members – IDNs and health systems.

contract with them. For the GPO, this

sign up more members shouldn’t be the

After all, they are not only a GPO’s

usually means smaller contract admin-

go-to strategy for GPOs seeking to grow.

biggest revenue-generator, but also its

istrative fees. These fees are what fuels

“Ten years ago, there was arguably more

biggest potential competitors.

the GPO’s ability to pay dividends to

competition and ‘shopping’ for GPOs

“As health systems become larger,

the market, [which in turn] puts pressure

than there is today. Gaining the last few

they become more able to aggregate

on costs, and pressure on the GPO to

non-affiliated acute care customers, or

their own volume,” says Strong. “If I

increase dividends to their members.”

gaining share from other GPOs, was

were running a large healthcare supply

the focus. Today, that business is largely

chain today, I would be more interested

locked up. Now the focus is on smaller,

in purchasing fast-velocity items directly

Growing in a pandemic

but increasingly important customers

from manufacturers and take the cost that

For GPOs, COVID-19 has presented

outside the acute care hospital.”

manufacturers are paying to the GPO in

opportunities for growth, as well as obstacles. Says Strong, “Because of the

GPOs should take heed and help their members look at supplies in the context of bundled payments.

pandemic, I think all customers are seeking good service, little distraction, and quality supplies when and where they need them. This all distills down to great, responsive customer service to solve real problems quickly. While some GPOs may have stubbed their toe a bit on access to PPE, their members still look to them for cash dividends; the use of many more commoditized product contracts; data and analytics; and outsourcing the cost of their supply chain.”

Case in point: Vizient’s acquisition

the form of additional discounts. Each

At the same time, the pandemic has

of Intalere, with more than 100,000

area of ‘friction’ in the healthcare supply

worked to separate providers from their

non-acute sites of care on its ledger,

chain costs money. There are probably

GPOs and distributors just a bit, says

makes Vizient a big player in this arena,

ways to take this cost out of the supply

Schneller. “In the pandemic, when the

says Strong. “This should allow them to

chain through more direct purchases and

supply chain system failed, many large

deploy more capital to achieve goals in

reducing or eliminating the cost borne by

systems gained new competency for find-

this market, such as reducing the cost

manufacturers using GPO contracts.

ing suppliers, and they found that in some

to serve, positioning some of their sup-

“GPOs provide valuable services, and

ways, they had to, and could, reduce their

pliers so they can either move into or

they need to be paid. But these need to

expand their presence in this market, and

be rationalized during the course of this

have the size necessary to thrive even if

decade, along with those of all the other

cast themselves as risk management orga-

this area of the healthcare market begins

players along the supply chain.”

nizations, they will have problems. I don’t

consolidation on its own.”

Supplier consolidation presents its

dependence on intermediaries.

“In the long run, if GPOs fail to re-

think the ‘new normal’ will tolerate a

own set of challenges to GPOs, says

focus solely on price or merely expanding

Strong. “Larger and larger suppliers

services that can be acquired from more

Competitive threats

gain leverage. In some cases, they carry

established consulting or service-enhance-

One of the greatest challenges facing

products that members insist on having,

ment companies. GPOs must strategically

GPOs is figuring out how to navigate

and dominate the market for a product

choose enhancements that will support

their relationship with their largest

category, all but forcing GPOs to sign a

customer/member resilience.”

26

February 2021 | The Journal of Healthcare Contracting

December 2020 • Vol.16 • No.6

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CONSOLIDATED SERVICE CENTER

BY ALAN CHERRY, DAIL-E NEWS EDITOR

Beyond Four Walls Today’s consolidated service centers require well-thought-out strategies in order to effectively meet the goals of their overarching organizations.

When starting a CSC, the healthcare system must determine the strategic objectives for their specific needs. It’s critical to develop a business case that outlines the cost, objectives, expected outcomes and general timeframes, as well as numerous other service support elements of the anticipated model.

However, to do so requires real transparency within the organization as well as with its supplier partners.

Running a consolidated service center (CSC) is not just about setting up four

4 CSCs function best when the relationship between suppliers and

walls and doing self-distribution. Approaching it as such is setting yourself up for

providers is collaborative instead of

failure, said supply chain leaders during a recent ANAE panel discussion. In a panel

transactional. When starting a CSC, it’s

moderated by Supply Chain Sherpa’s Jeromie Atkinson, supply chain leaders discussed

important to bring all parties to the table

consolidated service centers – how they got started, where they are now, and where the

and have a frank discussion about how to

trend is moving forward. Participating were:

get away from a contentious relationship to a much more invested program, where

John Lebowitz, recently retired VP of supply chain ops for Stryker

everybody has “skin in the game” and

Greg Swanson, CEO and co-founder of National Medical Logistics.

there is visibility all the way through.

The following were five takeaways from

points of care now are finding them-

the panel discussion.

selves flowing through a CSC.

5 There are going to be growing pains, but once those bugs get worked out, the returns can be seen throughout the entire organization. When a provider

1 The CSC model and its purpose have changed over the past couple

2 Running a CSC is not just about setting up four walls and doing self-distribution.

embarks on a CSC, what they’re really

of decades. When CSCs first emerged,

Approaching it as such is setting yourself up

want to outsource our supply chain to

they were very hospital-centric but, just

for failure. Creating and maintaining a CSC

certain areas, and we want to take more

like health systems, they’ve since become

must be incorporated into the healthcare

accountability for them.” That account-

much more diversified. Supply chains at

system’s overall strategy; it’s not simply

ability flows throughout the supply chain,

healthcare systems today have to account

about having a better warehouse widget.

and the net result is an increased collabo-

for not just hospitals but physician offices, surgery centers, even extended care facilities and more. And all those

28

saying is, “We’ve decided we no longer

ration and an enhanced level of inventory 3 There is no “one size fits all” model for consolidated service centers.

availability that the clinician can see, right down to the point of care at bedside.

February 2021 | The Journal of Healthcare Contracting

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29

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February 2021 | The Journal of Healthcare Contracting

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Microbiologists know that ultraviolet radiation can disinfect air, water, and

Do they work?

nonporous surfaces. For decades, UV-C radiation – the highest energy portion of the

Science seems to support the effective-

UV radiation spectrum – has been used to reduce the spread of bacteria, such as tuber-

ness of UV-C radiation in inactivating

culosis. Today, because of COVID-19, UV-C is becoming a rock star.

the COVID-19 virus. On its website, the U.S. Food and Drug Administration says that “UV-C radiation may be effective

News about UV-C “robots” – mo-

But cuteness doesn’t come cheap. These

in inactivating the SARS-CoV-2 virus,”

bile units that are wheeled into patient

units can cost anywhere from $80,000

[underscore added by the editors]. But

rooms or ORs for rapid disinfection – is

and $100,000, so it’s not certain how

the companies marketing UV-C units

showing up in daily newspapers, whose

widespread they will become. And at that

are more emphatic. They cite studies

editors are likely to compare them to R2-

price, they won’t make their way into the

that show 99% or more effectiveness in

D2. Hospital staff have even given them

physician’s office or urgent care clinic any

inactivating the virus in a hospital room in

names, including Jabba, Zappy and Flash.

time soon.

anywhere from 2 minutes to 15 minutes.

32

February 2021 | The Journal of Healthcare Contracting

Highland Hospital in Rochester, New York, was an early adopter of

Ann Marie Pettis, RN, BSN, CIC,

Can UVC radiation kill SARS-CoV-2?

FAPIC, director of ambulatory infec-

Here’s what the U.S. Food and Drug Administration says

UV-C technology, acquiring its first mobile unit about nine years ago, says

tion prevention and control. Prior to COVID-19, they were used primarily to

UV-C radiation is a

However, currently

radiation can be at

combat Clostridium difficile and norovirus

known disinfectant

there is limited pub-

inactivating viruses,

outbreaks. Today the environmental ser-

for air, water, and

lished data about the

generally. … UV-C

vices team operates their units to com-

nonporous surfaces.

wavelength, dose,

radiation can only

bat the coronavirus and other infectious

UV-C radiation has

and duration of UV-C

inactivate a virus if the

disease in the emergency departments,

effectively been used

radiation required

virus is directly exposed

patient rooms and ORs.

for decades to reduce

to inactivate the

to the radiation. There-

the spread of bacteria,

SARS-CoV-2 virus.

fore, the inactivation

Cost has been a factor in slowing down the adoption of UV-C units

such as tuberculosis.

in hospitals, says Pettis, who is also

For this reason, UVC

president-elect of the Association for

lamps are often called

Professionals in Infection Control and

“germicidal” lamps.

Epidemiology (APIC). In addition, the

UV-C radiation

science to prove their effectiveness has

has been shown to

been somewhat slow in coming. “These

destroy the outer

are not easy studies to devise,” she says.

protein coating of the

“But I think SARS-CoV-2 has increased

SARS-Coronavirus,

the interest level, and that might loosen

which is a different

some purse strings.”

virus from the current

UV-C isn’t a cure-all, she says. All

SARS-CoV-2 virus. The

surfaces must be cleaned prior to the

destruction ultimately

UVC treatment. “You can’t sterilize

leads to inactivation

dirt.” Furthermore, UV-C isn’t effective

of the virus. UV-C

on soft surfaces, and its effectiveness

radiation may also

diminishes in shadowed areas. “There’s some geometry associated with using

In addition to un-

of viruses on surfaces

be effective in inacti-

derstanding whether

may not be effective

vating the SARS-CoV-2

UV-C radiation is

due to blocking of the

them, as you want to make sure the

virus, which is the

effective at inactivating

UV radiation by soil,

UV light hits all the surfaces in the

virus that causes the

a particular virus, there

such as dust, or other

room.” That may mean opening draw-

Coronavirus Disease

are also limitations to

contaminants such as

ers, clearing off hard surfaces, and

2019 (COVID-19). …

how effective UV-C

bodily fluids.

treating the patient-room bathroom as a discrete area. What’s more, UV-C is a danger to eyes and skin, so once

Source: U. S. Food and Drug Administration, www.fda.gov/medical-devices/

the unit is positioned in the room, all

coronavirus-covid-19-and-medical-devices/uv-lights-and-lamps-ultraviolet-c-radiation-

personnel and the patient must leave

disinfection-and-coronavirus.

and close the door prior to turning on the unit.

The Journal of Healthcare Contracting | February 2021

33

INFECTION PREVENTION

Who’s who in UVC lighting Editor’s note: Not an exhaustive list, but the best we could do before deadline!

American Ultraviolet (Lebanon, IN)

www.americanultraviolet.com

> Permanently installed unit > Mobile unit > Handheld unit

CleanSlate UV (Buffalo, NY))

www.cleanslateuv.com

> UV “chamber” for disinfection of mobile devices

Dynamics Inc. (Pittsburgh, PA)

www.nanowaveair.com

Protec Scientific Inc. (Utica, NY)

> Tabletop unit inactivates aerosolized COVID-19 in fast-moving air

www.protec99.com

> Handheld unit

Puro (Lakewood, CO)

www.purolighting.com

> Mobile unit > Ceiling/wall fixtures

PurpleSun (Long Island City, NY)

www.purplesun.com

> Configurable mobile unit

R-Zero Systems (San Jose CA)

www.rzero.com

> Mobile unit

Sanuvox (Montreal, QC)

https://sanuvox.com/product/asept-2x

> Portable twin units

Steriliz LLC (Rochester, NY)

www.rduvc.com

> RD™ UVC System: mobile and fixed

Tru-D SmartUVC (Memphis, TN)

www.tru-d.com

> Mobile unit

UltraViolet Devices (Valencia, CA)

www.uvdi.com

> Mobile unit

UV Innovators (Cary, NC)

www.nuvawave.com

> NuvaWave handheld unit

Vioguard LLC (Bothell, WA)

www.vioguard.com

> Drawer-like unit for mobile devices > Self-sanitizing keyboard and trackpad

Xenex (San Antonio, TX)

www.xenex.com

> Mobile unit

34

February 2021 | The Journal of Healthcare Contracting

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PDI11207196

PEOPLE

Managing Through Difficult Times National Account Executive of the Year said patience, bold visions will lead the way in 2021

Todd Betz, vice president, SCA, and the National Account Executive of

JHC: What do you believe it will take

the Year, talked COVID challenges, collaboration and commitment to success

to succeed in 2021?

with The Journal of Healthcare Contracting.

Betz: COVID has placed a heavy burden on healthcare, both occupationally and financially, and both will be a strain

The Journal of Healthcare Contracting:

on healthcare’s near-term future. Yet, a

How has your role changed/evolved

rebound of demand is expected. First, I

as a result of the last 12 months? In

would say be patient. Priorities will shift

what ways has it remained the same?

away from COVID-related supplies and

Todd Betz: 2020 has certainly been a chal-

care in 2021, but that doesn’t mean that

lenging year for everyone in healthcare. For

hospital purchasing activities will resume

me personally, the challenge of being ef-

to the pre-COVID levels immediately.

fective in my role while limited to working

Be both patient and supportive while

out of my home office on a daily basis has

hospital staffing levels and financial

been a bit of a struggle. I really enjoy being

health rebound.

around people. While phone calls and web

Second, have bold visions. Transac-

conferences do bridge the communication gap, they lack that missing personal

tional selling may quickly transition into Todd Betz

long-term partnerships that are driven by

element of a warm hand shake or a shared

standardization, risk sharing, and co-cre-

meal that can create a bonding opportunity

ation of new care models. Trust and Brand

between people. I’ve been in my current

called on me, I had the good fortune to

role for 12 years now, mostly with the same

know one supplier who really made it his

account, and that has certainly helped both

routine to understand my business and the

lieve that we will be back on airplanes and

me and my customer(s) manage through

challenges I faced. He positioned himself

attending large meetings and conferences,

this difficult time.

not as someone who wanted to sell me

that may not be the case. Employees may

something, but as an interested partner in

continue to work from home and the

JHC: Can you talk about the impor-

my business who was more of a collabora-

tools they use; cell phones, computers,

tance of collaboration in how you

tive consultant and trusted advisor.

social media may need to be polished and

will be critical during this transition.

Last, reimagine sales. While we all be-

That’s how I approach the business

improved upon. Continue to look for new

Betz: Before my short 20 years at Siemens

today. The customer always comes first

and improved methods to have successful

Healthineers, I worked in the hospital and

for me, and I always look to add value for

encounters with your customer(s). As we

was a customer. My own personal experi-

them. I want my customer(s) to be success-

move into 2021, suppliers will value their

ence of managing a dynamic and fast-paced

ful, and I approach each day looking for

employees as their strongest asset and

Radiology Department presented me with

ideas and solutions that help them grow

greatly rely on the customer relationships

many challenges. While many suppliers

and/or improve their business.

which they have developed.

approach clients?

36

February 2021 | The Journal of Healthcare Contracting

TRENDS

BY NANCY ANDERSON AND CHRISTINE DEAN

Drafting a New Playbook Why the game plan for healthcare supply chain distribution needs to change now

Since March, pretty much every aspect of our lives has been turned upside

which healthcare products and services

down by COVID-19. There’s little normalcy left – so to keep our sanity – it’s important

are delivered should not be missed.

to find anything that reminds us of what life was like pre-pandemic.

This was the topic during a recent panel discussion hosted by SMI, a memberdriven, non-profit organization of provid-

During the fall and winter, football was one of those things. There was something comforting in turning on the TV on a Sunday afternoon and seeing football. Although, as we know too well,

to draft a completely new playbook to

ers, suppliers, manufacturers, distributors,

get there.

and disruptors. Executives from Cardinal

The same might be true for healthcare supply chain distribution.

Thousands of healthcare organiza-

Health, Concordance Healthcare Solutions, Henry Schein, McKesson, Medline, and Owens & Minor talked about the recent

football was not the same. From no fans

tions in the United States depend on

challenges their organizations faced during

in the stands, mask coverings, wide-

distributors to deliver the right product

this crisis and what they will be doing dif-

spread testing, quarantines, and limited

at the right time – but the COVID-19

ferently in the future.

practices – professional football had to

pandemic presented a host of new chal-

completely change their game plan to

lenges to the industry. Although this was

There were 4 key themes that emerged in

keep players, coaches, personnel, and

an unprecedented event, and distribu-

the discussion:

fans safe. Although they delivered the

tion companies moved mountains to

same fast-paced, hard hitting, exciting

get supplies out to their customers, the

communication between buyers

action on Sunday afternoons – they had

opportunity to improve the processes by

and sellers

The Journal of Healthcare Contracting | February 2021

1. W e need better, more proactive

37

TRENDS

2. We need better sources of

historical demand was not a good pre-

for trading partners and the government

actionable data at all points in

dictor of current and future demand.

to exchange data and information to allow

the supply chain

Going forward, we need to use new

for full visibility and transparency across

tools and approaches to understand

all links in the supply chain to ensure

future demand and establish better

delivery of optimal patient care. The new

product allocation protocols. We

playbook should include ideas such as:

3. Transparency between all trading partners is critical 4. Collaborative relationships generate more rapid problem solving

should include the following tactics

and better outcomes

in the new playbook:

standards to allow for transparency

> Understanding demand drivers and The panel agreed that the healthcare industry can’t forget these and other

> Implementing industry-wide data along the supply chain

pivoting to adapt to changing drivers

> Creating information that is available

> Deciphering the difference between

real time and on demand at all points

lessons we’ve all learned from this crisis.

anticipatory demand and true

in the supply chain to allow for

It became obvious in the early stages

patient need and sharing that

response as a collective group and

that existing distribution models weren’t

real demand data upstream with

effective in a crisis of this magnitude –

manufacturing partners

organizations had to pivot quickly and operate differently, and they did. As with

not simply as individual entities

> Developing an open platform built

> Creating rational product allocation

on trust which gives the industry

protocols based on future demand

the ability to trace products back to place of origin to respond to all

It’s critical that we work together as an industry to ensure continuity of supply to get products to staff and patients as securely and effectively and in the most efficient manner possible.

forms of crisis

Collaboration and proactive communication There will be disruptions in the future, so we need to prepare and have relationships that can be most responsive to crises as they happen. Having these stronger

any good football team, the industry is

> Increasing investment in inventory

relationships now will mean that the

now taking what we learned, making

management solutions which

industry can cope more effectively in

adjustments and improvements, listen-

incorporate state-of-the-art demand

the future. Our new playbook should

ing and learning from one another, and

planning strategies and tools

include the following:

creating a new playbook to be better

> Creating effective communication

> Building and enhancing

prepared and more resilient for future

channels to share this new

collaborative partnerships now with

crises big and small.

demand data quickly and easily

key trading partners and adding

along the entire supply chain,

new relationships to the traditional

here are some ways we can change the

with consideration for emergency

sales interaction (sourcing to

playbook to drive different outcomes

government resources

Based on this SMI panel discussion,

sourcing, etc.)

> A focus on mutual success and the

going forward:

shared mission of caring for patients

Data sharing and transparency

– we all have the same aim, and

Future demand planning

The lack of product availability data was

we need to understand our trading

As we learned during the pandemic, al-

a huge challenge, especially at critical mo-

partners’ priorities and business

location was a challenge because demand

ments early in the pandemic. We need to

objectives as we work toward our

shifted so rapidly and dramatically that

update our playbook to include new ways

common goal

38

February 2021 | The Journal of Healthcare Contracting

As we learned during the pandemic, allocation was a challenge because demand shifted so rapidly and dramatically that historical demand was not a good predictor of current and future demand. Going forward, we need to use new tools and approaches to understand future demand and establish better product allocation protocols. > Maintaining open lines of communication

> Bringing product closer to the customer and

downstream, upstream, and across

building capacity to manage customer owned

stakeholders and sharing information

surge inventory

as it becomes available

> Working together creatively and pivoting to

It’s very apparent that recalls, disasters, pan-

new solutions for trading partner activities

demics, border closings and more are going to

as needed

continue, and we need to be nimble and flexible because the next crisis likely won’t look like this one. Taking the lessons we’ve learned these past

Supply chain diversification

few months and revising the game plan now is

It’s critical that we work together as an industry

critical for how we respond moving forward. It’s

to ensure continuity of supply to get products

time to stabilize our supply chain and prepare for

to staff and patients as securely and effectively

the future. Because the end game is still the same

and in the most efficient manner possible. We

– getting supplies into the hands of clinicians to

need to embed the learnings from COVID-19

protect employees and care for patients. Now is

into our work standards and include the follow-

the time to move forward with a new and more

ing priorities in our new playbook:

resilient playbook.

> Creating redundancy in the supply chain,

Many thanks to our SMI Distributors who

expanding supplier relationships and

participated in this discussion and contributed these

identifying non-traditional sources of supply

ideas for a new healthcare supply chain playbook.

NANCY ANDERSON Associate Executive Director, SMI

> Developing channels to increase supply through alternate manufacturing that can be activated in a crisis and validate these non-traditional suppliers in advance to be prepared for crises

> Diversifying the countries of origin for sourcing > Having an emergency resilience plan ready to implement by thinking ahead and doing advance scenario planning to include a pre-

For more information about SMI: www.smisupplychain.com.

Follow us on Twitter: https://twitter.com/SMISupplychain

determined crisis formulary which set options

Connect with us on LinkedIn:

CHRISTINE DEAN

for acceptable alternate product

www.linkedin.com/company/smisupplychain

Senior Director, SMI

The Journal of Healthcare Contracting | February 2021

39

HSCA

BY KHATEREH CALLEJA

The Healthcare Landscape in 2021 Key trends to watch healthcare industry, HSCA has an intimate understanding of the challenges the healthcare industry will continue to face as it enters the 2021.

Here are a few of the trends we are seeing as well as areas of focus and policy priorities that HSCA will continue to pursue in the coming year:

Supply chain resiliency

1 and diversification

The COVID-19 pandemic has underscored the importance of having a resilient and diverse healthcare supply chain.

HSCA supports solutions that strengthen supplier resiliency and redundancy to help prevent disruptions to supply. The global The COVID-19 pandemic placed enormous pressure on hospitals, other

nature of the supply chain should be

healthcare providers and the communities they serve in 2020. Healthcare stakeholders

leveraged to build in redundancies, shor-

and public health authorities worked tirelessly to help address and prevent the spread of

ing up domestic manufacturing as well as

COVID-19 while continuing to also provide patient care on non-COVID issues. Poli-

sourcing across the globe to help prevent

cymakers on Capitol Hill pursued swift solutions to help support COVID-10 response

supply disruptions for raw materials or

efforts as well as solutions to a variety of healthcare issues ranging from drug pricing to

finished products. Previous shortages due

the drug shortages. With a new Administration taking over and the COVID-19 pandem-

to manufacturing issues or natural disas-

ic still ongoing, healthcare issues will once again be at the forefront in the year ahead.

ters like Hurricane Maria make it clear that it is important to have sourcing and manufacturing capabilities both domesti-

The Healthcare Supply Chain As-

vast majority of the 68,000+ long term

cally and globally to help ensure multiple

sociation (HSCA) represents the nation’s

care facilities, surgery centers, clinics,

suppliers and the ability to scale up as

leading healthcare group purchasing

and other healthcare providers. Given

needed. Increased redundancy will also

organizations (GPS), the sourcing and

our unique line of sight over the entire

reduce the risk of bottlenecks and severe

purchasing partners to virtually all of

healthcare supply chain and our experi-

disruption in the case of regional events

America’s 7,000+ hospitals, as well as the

ence working on the front lines of the

or other issues impacting manufacturing.

40

February 2021 | The Journal of Healthcare Contracting

GPOs have helped bring new or

raw materials and finished products. Ac-

expanded products to market with U.S.

cess to this information will enable FDA

have the potential to increase patient

manufacturers through long-term con-

and the private sector to plan for – and

access to safe, less-costly therapies

tracting to help support manufacturer

identify – potential shortages, consider

while reducing costs for patients, pro-

investment and sustainability. HSCA

backup supply, and take measures to

viders, and the healthcare system. As an

supports policy solutions that increase

help mitigate shortages before they

increasing number of biosimilars come

domestic manufacturing through positive

occur. HSCA supports measures like

to market, ensuring a robust uptake and

incentives such as public-private partner-

those included in the CARES Act, which

increased competition of these thera-

ships, tax incentives or loans, regulatory

strengthened reporting requirements

pies is critical to safeguarding patient

incentives, infrastructure investment, and

for manufacturers, including certain

access to life-saving treatments. HSCA

incentives technological advancements

information about active pharmaceutical

and its member GPOs support policy

such as advanced manufacturing to sup-

ingredients and other raw materials, and

solutions like the Fairness in Orphan

port production of quality medicines. We

we believe policymakers should further

Drug Exclusivity Act (H.R. 4712),

believe policy solutions should include

build upon these provisions.

which can help reduce drug prices

Like generic drugs, biosimilar drugs

long-term domestic manufacturing incentives to ensure a sustainable approach.

Upstream visibility

2 and drug shortages Ongoing product shortages continue to be a public health crisis and jeopardize patient access to affordable healthcare.

HSCA is on the front lines of the shortage fight, leveraging our unique line of

The COVID-19 pandemic has underscored the importance of having a resilient and diverse healthcare supply chain.

sight over the healthcare supply chain to help hospitals and physicians avoid shortages, advocating for policy solu-

Generic drug competition

by closing loopholes that some drug

tions that increase competition and help

3 and biosimilar medications

address drug shortages, and participating

Prescription drug prices have been one of

in an attempt to prevent competition

in a multi-stakeholder working group

the leading drivers of overall healthcare

from entering the market. Additionally,

composed of leading healthcare provider

costs. Americans rely on generic drugs

authorities should examine payer poli-

organizations to develop policy proposals

to reduce costs and increase access to

cies that may prevent the adoption and

that prevent and mitigate shortages in a

necessary medication, and price spikes for

usage of biosimilars and consider how

comprehensive manner.

commonly used drugs jeopardize patient

payer policies can better incentivize the

access to care. HSCA supports policy so-

adoption of biosimilar products.

HSCA and its member GPOs con-

manufacturers have been exploiting

tinue to support policy solutions that

lutions that increase competition such as

provide the Food and Drug Administra-

eliminating pay-for-delay and other tactics

members remain committed to helping

tion (FDA) and the private sector with

that some brand name manufacturers use

hospitals and healthcare providers deliver

greater visibility into the source, location,

to prevent or delay generic competitors

the most effective and affordable care

and volume of manufacturing for both

from entering the marketplace.

possible to the patients they serve.

As we head into 2021, HSCA and its

Khatereh Calleja, J.D., President and CEO of Healthcare Supply Chain Association (HSCA)

The Journal of Healthcare Contracting | February 2021

41

HIDA

Frustrated By Glove Shortages?

Talk with your distributor about alternatives and conservation strategies

First, ask your distributor to identify alternatives. Distributors are working every day to find safe, obtainable substitute products to fill demand.

Importantly, manufacturers are dedicating more production lines to latex gloves, the raw materials for which are easier to obtain. While many providers favor nitrile gloves as they are less likely to cause an allergic reaction, innovations in latex-based glove production during the last 15 years have led to much-improved gloves. Your distributor can help you find the best substitutes.

Second, adopt conscientious conservation strategies, as recommended by the CDC. Recognize that non-sterile gloves can To anyone involved in the medical products supply chain, the news report

be used for handling hazardous substances

late last year that a truckload of 6 million medical gloves had been stolen in Florida

like blood and body fluids. While some

came as no surprise. Gloves – in particular nitrile gloves – are in short supply and what

manufacturers provide expiration dates for

used to be considered a low-cost commodity is now viewed as one of the most valuable

non-sterile gloves, this is not required by the

types of personal protection equipment (PPE).

FDA and the gloves are safe for use beyond their expiration date. Gloves can also be used more than once if alcohol-based

Healthcare providers who are expe-

While glove manufacturers are work-

hand sanitizer or a thorough wash with

riencing glove shortages are not alone.

ing to increase capacity, it can take up

soap and water is used to sanitize them

In October, 40% of hospital customers

to a year to build a new production line

before moving to the next patient.

surveyed by Premier said they were expe-

capable of producing 10 billion nitrile

riencing glove shortages.

gloves annually. Even with added capacity,

remain so well into 2021. As the shortage

the tremendous increase in glove demand

persists, the internet has been flooded

have skyrocketed due to rapidly rising

has created a shortage of nitrile buta-

with unscruplous brokers and inexperi-

global demand and the duration of the

diene rubber, the raw material used in

enced novice operators who claim they

COVID-19 pandemic. Unfortunately,

nitrile gloves. The lead time for building

can fill the gap. But remember, everyone

glove shortages are likely to continue

processing plants to turn nitrile butadiene

is competing in the same global market

well into 2021. It is estimated that global

rubber into usable material is an even

from the same manufacturers who are

demand for gloves will top 585 billion

longer 18 months.

experiencing the same raw material short-

As with all PPE, orders for gloves

units in 2021, yet the total manufacturing

In light of these challenges, what

Supplies are tight – and are likely to

ages. Rely on the distributor you trust

capacity of glovemakers is only 370 bil-

should healthcare providers facing nitrile

to get the medical-grade equipment you

lion units, a 37% shortfall.

glove shortages do?

need from legitimate sources.

42

February 2021 | The Journal of Healthcare Contracting

CALENDAR Due to COVID-19 restrictions at press time some dates and locations may change.

Federation of American Hospitals 2021 FAH Conference and Business Exposition March 7-9, 2021 Washington Hilton Hotel Washington, DC

IDN Summit Fall IDN Summit & Reverse Expo August 30 - September 1, 2021 JW Marriott Desert Ridge Resort and Spa Phoenix, AZ

IDN Summit Spring IDN Summit & Reverse Expo April 12-14, 2021 Omni Orlando Resort at ChampionsGate Orlando, FL

Premier Breakthroughs Conference June 15-18, 2021 Washington, DC

SEND ALL UPCOMING EVENTS TO GRAHAM GARRISON, EDITOR: GGARRISON@SHAREMOVINGMEDIA.COM

Health Connect Partners’ schedules Spring 2021 Conferences as LIVE! Online Events Health Connect Partners announced

meetings are facilitated so you can talk

it will hold 2021 spring events as LIVE!

directly to your customers face-to-face.

Online Reverse Expo and Educational

“We know that most people are

experiences. Face-to-face interaction is

experiencing virtual fatigue right now,”

critical to our industry, even though being

shared Friedlander. “It sounds like a

in the same place is often still impossible.

pitch, but you really have to experience

Our LIVE! Online events offer Hospital

our events to understand how unique

Providers and Suppliers the ability to

they are. Even at the peak of virtual

engage each other directly in one of the

meeting burnout this fall, our customers

most unique platforms in the conference

genuinely loved participating in our 2020

industry – live, and together, online. “We

online conferences. In addition to the

have some exciting things in works with

educational offerings and virtual exhibit

our Nashville themed spring events,” said

experience, we were able to facilitate

Jim Friedlander, Sales Manager for Health

more than 50,000 connections in live,

Connect Partners.

1-on-1 online meetings during our 2020

The unique structure of this custom

2021 Spring Live Online Reverse Expo Dates

> 2021 Spring Hospital OR & Surgical Conference – LIVE ONLINE March 2 – 5,2021

> 2021 Spring Hospital Radiology Conference – LIVE ONLINE March 2 – 5, 2021

> 2021 Spring Hospital and Healthcare IT Conference – LIVE ONLINE March 2 – 5, 2021

> 2021 Spring Hospital Supply Chain Conference – LIVE ONLINE March 30 – April 2, 2021

> 2021 Spring Hospital Pharmacy

events. For the 2021 spring season, will

Conference – LIVE ONLINE

platform allows attendees to participate

continue to improve the HCP experience

April 27 – 29 & May 4 – 6, 2021

in leadership focused education; offers

by making this a fun, Nashville-themed

the ability to share products, services, and

season. Though we can’t physically host

technology in a Virtual Supplier Showcase

you in Nashville as we wish we could,

the Health Connect Partners’ 2021

exhibit setting; and creates a LIVE! Online

you will not want to miss what we have

events, please call 615.449.6234 or

Reverse Expo experience where 1-on-1

in store. Please make plans to join us.”

visit at www.hlthcp.com.

The Journal of Healthcare Contracting | February 2021

If you would like to be part of

43

LEADERSHIP

BY LISA EARLE MCLEOD

Two Things People Get Wrong About Purpose All the cool kids have purpose. Or so it seems. As more organizations begin to

engagement, better customer retention,

adopt corporate purpose statements, we see announcements on social media, a push for

and improved competitive differentia-

purpose-driven hiring, and CEOs deliver inspirational townhalls.

tion, all of which translate into better financial performance.

After working in the purpose space

Yet for many front-line leaders, keeping an aspirational purpose alive in the

the face of stress and uncertainty, it often

for over decade, helping more than 200

falls by the wayside.

firms and authoring the two seminal

cadence of daily business is challenging.

The economics of pointing an

Much like keeping your fitness goals or

organization towards a higher purpose

I’ve observed two common misper-

parenting aspirations front and center

have been well documented. Aligning

ceptions that keep organizations from

during a pandemic, an inspirational pur-

your team around a noble purpose big-

reaping financial and emotional rewards

pose sounds great on your best day, but in

ger than money drives greater employee

of purpose.

44

books about Noble Purpose in business,

February 2021 | The Journal of Healthcare Contracting

Purpose is purely

1 about philanthropy

2

Purpose can’t be measured

own results, the team focused outwards on

Revenue and profit are front and

how they made a difference to clients. The

Yes, you can and should use your purpose

center metrics, but they’re actually lagging

leading indicator – time we saved clients

to make the world a better place. Yet, if

indicators. They’re the results of the be-

– helped them both predict and influence

your team thinks your purpose is about

liefs, behaviors, and words many months

the lagging indicators, like productivity, and

charity or simply doing good in your

ago. To assess a more qualitative pillar like

ultimately revenue.

community, it will get sidelined. Fast.

purpose, organizations must look towards

To ensure that your purpose drives your

leading indicators. You want to add met-

ACTION: Choose one simple metric to assess

organization, it must sit at the center of

rics that help you predict the future, not

progress against your purpose, even if it’s imper-

your commercial model.

just measure the past.

fect and anecdotal.

For example, when a banking client of ours landed on the purpose “We improve financial health,” one of their first actions was to create tools to help their customers assess their baseline financial health and harness their analytics to help their customers anticipate roadblocks that may hinder their financial health. This tells the team and their customers: Our purpose, the impact we have on customers, is the

Activate your purpose with your customers and employees before zooming in on philanthropy. You want to ensure you have concrete methods for delivering on your purpose inside your business model.

foundation of every action we take.

We trained their team to focus on You can measure progress against

The world is changing. Brian Staf-

calls, and managers, even if they never

your strategic purpose by assessing your

ford, host of the recent World Eco-

interacted with customers directly, were

impact on customers and employees. The

nomic Forum: Measuring Stakeholder

trained to identify the impact their team

World Economic Forum recently released

Capitalism and CEO of Diligent says,

had on the customer’s financial health.

a comprehensive set of 21 Stakeholder

“There’s an evolution towards stakeholder

Capitalism Metrics firms can incorporate

capitalism, when the business round table

into their scorecard.

shifted and made that part of their stated

the customer’s financial health during

This ensures that everyone in the organization understands their role in delivering the purpose. Our counsel to clients is

In our experience with clients, we find

purpose, it allowed CEOs and boards

activate your purpose with your custom-

that layering on even a single metric for

to put a different framing from around

ers and employees before zooming in on

purpose can shift your strategic north. One

what the goals are. “

philanthropy. You want to ensure you have

of our clients is an IT firm whose purpose

concrete methods for delivering on your

is simply, “We help make small businesses

the past will not be how we measure

purpose inside your business model.

more successful.” When they began mea-

success in the future. If you want to

suring how much time they were saving

reap the reward of purpose, make it

ACTION: Train your team and front-line

their clients, team performance soared.

the center of your business and mea-

employees to activate your purpose with customers.

Instead of focusing internally on their

sure your progress.

The way we measured success in

About the author Lisa Earle McLeod is a leading authority on sales leadership and the author of four provocative books including the bestseller, Selling with Noble Purpose. Companies like Apple, Kimberly-Clark and Pfizer hire her to help them create passionate, purpose-driven sales organization.

Her NSP is to help leaders drive revenue and do work that makes them proud.

The Journal of Healthcare Contracting | February 2021

45

NEWS

Industry News Premier releases data on shortages of supplies for COVID-19 testing, diagnostics and treatment

has increased more than 50%, and the

Premier, Inc. (Charlotte, NC) has released

volume of outstanding (open) purchase

of intent in October 2019. The hospital’s

orders has tripled – from 6 to 18 days of

parent company, Meadows Health Alliance,

supply on order, according to Premier

its board of directors, and the Toombs

data.

County Hospital Authority approved the

analysis of historic and predictive data from its supply chain forecasting technology to identify the latest supply categories at risk and assess how sourcing has fundamentally altered the economic landscape for gloves, gowns and N95s, as well as other key healthcare products.

According to Premier, shortages are shifting from the personal protective equipment (PPE) scarcities that characterized 2020 to exponential demand for the supplies that play a vital role in COVID-19 testing, diagnostics and treatment.

For vital PPE, including isolation

The parties previously signed a letter

sale of the medical center and its assets to HCA last week. The transaction, which

Other key findings include:

> Isolation gown usage has

still requires state approval, is expected to

doubled from September 2020

closed by April 30. Additional details of

to January 2021

the transaction were not disclosed.

> Surgical mask usage has increased 250% since June 2020 June 2020 and now exceeds existing

Pipeline Health System appoints new CEO

production capacity by 37%

Pipeline Health System, LLC (Los Angeles,

> Exam glove usage has doubled since

> N95 respirator usage has increased 500% since July

CA), a privately-owned, community hospital ownership and management company,

> Nitrile exam gloves were cited in a recent Premier member survey as

announced it has appointed Andrei Soran as CEO, effective immediately.

gowns, surgical masks, N95 respirators

the no. 2 greatest challenge to care

and exam gloves, average daily usage is at

for COVID-19 patients (after

remain with Pipeline Health and assume

an all-time high.

clinical staffing)

the role of senior vice president. Prior

Soran succeeds Jim Edwards, who will

to joining Pipeline, Soran led Trident

According to Premier data across a

USA Health Services, a mobile diagnostic

representative sample of health systems,

services provider serving customers in 37

inventories have fallen 50% – drifting

HCA plans to acquire Meadows Regional Medical Center for $73M

down to a median of just three days of

HCA Healthcare (Nashville, TN) to ac-

system based in California. Pipeline

supply on hand. Since May 2020, hospi-

quire Meadows Regional Medical Center

Health owns and operates facilities in

tals’ average daily usage of pipette tips

(Vidalia, GA) for $73 million.

Chicago, Dallas, and Los Angeles.

since May 2020, average daily usage of sterile water has increased 350% and

46

states. Earlier in his career, Soran served as CEO of Verity Health, a six-hospital

February 2021 | The Journal of Healthcare Contracting

Integra LifeSciences completes acquisition of ACell, Inc. Integra LifeSciences Holdings Corpora-

SMI announces three new appointments to its board of directors

tion (Princeton, NJ) announced it com-

SMI announced it has appointed Steve

pleted the previously-disclosed acquisition

Gundersen as the board chair, effective

of ACell, Inc.

January 1, 2021. In addition, Mary Beth Lang and Lara Latham have been ap-

ACell is an innovative regenerative medicine company with a product

Mary Beth Lang

portfolio based on a proprietary porcine

pointed as new members of SMI’s board of directors also effective January 1, 2021.

Gunderson currently is VP and gen-

urinary bladder matrix platform technol-

eral manager of the Strategic Customer

ogy, MatriStem UBM.

Group for BD (Becton, Dickinson and

Integra announced on December 16, 2020, that it had entered into a defini-

Company). Lang is VP, chief supply chain

tive agreement to acquire ACell for an

& procurement officer for Kaiser Perma-

upfront cash payment of $300 million at

nente. Latham is VP, healthcare systems,

closing, subject to customary purchase

for Stryker Corporation.

The SMI board consists of both

price adjustments, and cash payments of up to an additional $100 million upon

Lara Latham

the achievement of certain revenue

provider and supplier members to ensure it has a balanced representation of its membership to help guide the

growth milestones.

strategic direction of the organization.

“Acquiring ACell and its proprietary MatriStem UBM technologies will enable

Gundersen is a founding member, pre-

Integra to provide more comprehensive

vious board member and former chair,

complex wound management solutions

and has played a crucial role to drive

to address our customers’ most pressing

growth and recognition of SMI dur-

clinical challenges,” said Peter Arduini,

ing the past 16 years. Both Lang and

president and CEO, Integra LifeSciences.

Latham have been highly engaged and

“Together with ACell colleagues, we look

Steve Gundersen

forward to continuing to advance wound

respected members of SMI for over 10 years, the organization said.

care innovations for our customers and patients.” Final terms of the acquisition were not disclosed.

The Next Generation Accountable

Michigan), New Jersey (Summit Medical

Trinity Health ACO achieves $24.4M in shared savings for 2019

Care Organization Model was created

Group) and Ohio (Mount Carmel Health

by the Centers for Medicare & Medicaid

System). Patients experience no change

Trinity Health ACO (Livonia, MI), a

Services (CMS) and is in its fifth year. It

in their original Medicare benefits and

Next Generation Accountable Care

sets financial targets, gives beneficiaries

retain their freedom to see any Medicare

Organization (ACO), achieved a 95%

opportunities to manage their own health,

provider. In order to share the savings it

quality performance score and $24.4

and enables providers to better coordinate

achieves for the Medicare initiative,

million in shared savings in perfor-

care across health systems.

mance year 2019. Trinity says this was

Trinity Health ACO provides coordi-

Trinity Health is committed to Advanced Alternative Payment Models.

its highest performance in its four years

nated care to patients in Illinois (Loyola

It has more than 15,000 physicians

of participation.

Medicine), Michigan (Mercy Health –

and advanced practice professionals

The Journal of Healthcare Contracting | February 2021

47

NEWS

committed to 16 Clinically Integrated

The clinic will serve the residents of

Advantus Health Partners and chief

Networks (CINs) that are account-

Freeborn County and the surrounding

supply chain officer, Bon Secours Mercy

able for approximately 1.5 million lives

service area.

Health. “Our advanced operations mod-

across the country through alternative

Phase one construction is focused on

el, integrated logistics solutions and our

payment models (APMs) across all

14,000 square feet and will house primary

alignment with clinicians in product and

populations and product lines: Medic-

care and some specialty services. In total,

device decisions enable us to provide

aid, Commercial, Medicare Advantage

there are five phases planned for the

a wide variety of strategic, customized

and Medicare ACOs.

64,000 square foot space. The first phase is

business solutions to partner facilities

expected to be completed by July 1, 2021.

across the country.”

Later phases will include services for out-

Indiana doctors form new Indiana Physician Coalition

Advantus will partner with commu-

patient surgery and retail. Officials hope to

nity hospitals, academic medical centers,

have everything complete within five years.

regional integrated delivery networks,

An alliance of Indiana physician organi-

national health systems, critical access

zations has formed the Indiana Physician

hospitals, ambulatory surgery centers and physician clinics to provide a variety of

include many of the largest medical as-

Bon Secours Mercy Health launches new GPO

sociations and specialty societies in the

Bon Secours Mercy Health has launched

flows and improving scale.

state and represent the vast majority of

a new group purchasing organization

nearly 17,000 practicing physicians and

(GPO), Advantus Health Partners.

Coalition. Members of the new group

solutions essential to streamlining work-

through purchasing, Advantus offers

Capstone Health Alliance welcomes Yolandi Myers as SVP of client solutions

educate lawmakers and the public about

expertise in distribution and logistics,

Capstone Health Alliance (Fletcher, NC)

how physician-led care protects patients

inventory management, clinical integra-

announced and welcomed Yolandi Myers

from harm, increases access to quality care

tion and many other integrated supply

as senior vice president of client solutions.

and helps control healthcare spending.

chain solutions.

2,000 medical students in Indiana, the group said in a press release.

The Coalition says its mission is to

According to the IDN, in addition to identifying cost-savings efficiencies

In this new role, Myers will have over-

“Healthcare teams require leader-

The GPO will use advanced data

sight of partnerships with group alliances

ship, just as teams do in sports,” said

and analytic systems to help partners

and will work to enlarge member services

Roberto Darroca, MD, president of

modernize, track and inform sourcing

developing programs to ensure Capstone

the Indiana State Medical Association,

and logistic decisions to create more

Health Alliance members are constantly

a member of the coalition. “Physicians

efficient operations. With its experience,

receiving value.

bring to the team the highest level of

size and depth of industry knowledge,

Myers brings a variety of executive

training and preparation, which we use

Advantus is uniquely equipped to help

healthcare experience to the Capstone

to guide other members of the team to

organizations meet their business goals

team, most recently serving as SVP of

provide the highest quality of care pos-

and optimize their operations, including

Business Operations with the Center for

sible for patients.”

such critical but often overlooked busi-

Health Affairs/CHAMPS Group Pur-

ness areas as information technology.

chasing (Cleveland, OH). She has been

“We know for many health organi-

recognized as an expert in the industry

MercyOne breaks ground on its first clinic in Minnesota

zations, having the insight and counsel

frequently serving as a subject matter

that Advantus provides will be instru-

expert on a variety of community and

MercyOne (Des Moines, IA), the largest

mental in setting them up for future

national healthcare panel discussions as

healthcare system in Iowa, broke ground

success and reducing the overall cost

well as participating on select committees

this week on its first clinic in Minnesota.

of care,” said Dan Hurry, president,

with Premier, Inc.

48

February 2021 | The Journal of Healthcare Contracting

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We were impressed by the entire Premier team and their suite of dedicated tools, technology and innovation to help manage cost and create a healthy bottom line.

- Ken Freeman, President, HRS

Contracting options.

Technology.

Total spend management.

Check, check and check.

When Health Resource Services (HRS) decided to upgrade their GPO, the decision was easy.

With actionable data, clinical best practices and efficiency improvement strategies, Premier is ready to help HRS members put sustainable business practices into place to improve care quality while safely reducing costs.

Learn more about the power of a Premier partnership.

premierinc.com/HRS

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