Transform Shared Service – October 2019

Improving patient care through supply chain innovation

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T R A N S F O R M S H A R E D S E R V I C E O R G A N I Z AT I O N

TransForm SSO is taking a pioneering approach to healthcare supply chain innovation, driven by the desire to offer exceptional patient care across Ontario

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ransForm Shared Service Organization (TransForm SSO) provides an innovative, end-to-end supply chain service driven

by one vital goal: offering healthcare employees the support they need in order to provide exceptional patient care across Ontario. TransForm SSO was 04

established in 2013, following the amalgamation of two shared service organisations and, since then, has embarked on a journey of consolidation and digital innovation that has seen its approach to managing healthcare supply chains evolve.

Director of Supply Chain, Renee McIntyre, has been instrumental in this journey. Today, she is responsible for overseeing all day to day operations of TransForm SSO’s supply chain division, as she explains: “We provide a true end-to-end service covering everything from market research and procurement, through to strategic sourcing, contract and vendor management, capital procurement, and value analysis. We support five multi-site hospital organisations across the Erie-St. Clair region in southwest Ontario, as well as third party customers such as the Local Health Integration

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2013

Year founded

190

Approximate number of employees

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T R A N S F O R M S H A R E D S E R V I C E O R G A N I Z AT I O N

“ We provide a true end-to-end service covering everything from market research and procurement, through to strategic sourcing, contract and vendor management, capital procurement, and value analysis” 06

— Renee McIntyre, Director of Supply Chain, TransForm SSO

Network Home and Community Care.

Alongside those services listed, we also support the hospitals’ internal logistics and provide value by maximising savings and coordinating product conversions and recalls.”

Since its establishment, TransForm SSO has implemented innovative and digitally-driven methods of improving its services, in line with the wider digitalisation of the supply chain sector.

“With our organisation and the structure that we have in place, we’ve been able to take great steps to automate our supply chain operations, to implement

Derek Robertson, Vice President, Business Development speaks to TransForm staff during one of the organization’s Town Hall events.

CLICK TO WATCH : ‘TRANSFORM SSO – 2019 CEO AWARD NOMINATIONS’ 07 new data analytics systems and

entity working in an industry primarily

provide significantly more value for

focused on providing the best value

money in healthcare – which is an

services – operates. “I would say that

absolutely key goal,” says McIntyre.

healthcare lags behind other industries

“For example, we’ve migrated all our

when it comes to supply chain,”

hospitals onto a single ERP platform

McIntyre states. “Historically, processes

with a single item master file that we

like barcoding scanning and the

manage for them; while that alone may

appropriate and direct supply chain

not be new to the supply chain industry,

principles that you would apply to the

it has established the foundation to

private or retail sectors have taken a

achieve significant savings and create

back seat when it comes to healthcare.

efficiencies for our members.”

In Ontario, the health sector represents

This evolution has occurred despite

41% of overall programme spending,

the more challenging conditions in

with ever increasing pressures to

which TransForm SSO – a public sector

reduce costs and find efficiencies. w w w.t ra nsfo rm s s o. ca

T R A N S F O R M S H A R E D S E R V I C E O R G A N I Z AT I O N

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However, we’ve seen significant

sector. This really epitomises our vision

movement more recently as these

of expanding our services to cover the

supply chain principles take more

entire patient care continuum. For that

of a precedent in healthcare.”

reason, we are leaders in defining the

TransForm SSO has become a

direction that public procurement can

frontrunner in implementing some

go in Ontario, and we’re providing the

of those changes, particularly, says

game plan to other shared service

McIntyre, with regards to expanding

organisations in the province.”

beyond acute care and hospitals.

While technology has facilitated

“We’re the only shared service organi-

TransForm SSO’s development, McIntyre

sation in Ontario that has integrated

is also keen to highlight the importance

the Home and Community Care supply

of the collaborative approach to

chains into what we do, whereas most

providing healthcare supply chain in

others focus solely on the hospital

Ontario. On a broader level, legislative

changes in the province have led to

and operational perspective, it’s a huge

a more coordinated healthcare offering,

benefit to the way we work.”

but TransForm SSO has also worked

TransForm SSO places a strong focus

closely with its member hospitals and

on collaboration and partnerships to

other shared service organisations to

continuously improve its operations.

drive efficiencies. “The strategic

“The ability to work closely with our

direction in the early stages really did

vendor partners and leverage our

come from the hospitals with which we

relationships to help achieve value for

work,” she says. “Our member hospi-

the healthcare system is a team priority.

tals comprise our board of directors,

One such example is a partnership

and so we had that leadership buy-in

with Scotiabank, which has been able

very early on. This led to, in my opinion,

to directly reduce our costs of delivery

one of our biggest differentiators – that

and enable reinvestment to further

all our hospitals share information

improve our digitisation goals.

across a single platform. From a data

“Our ERP system is a multi-solutions

E XE CU T I VE PRO FI LE

Renee McIntyre Renée McIntyre is the Director of Supply Chain for TransForm Shared Service Organization, responsible for the operations of the supply chain division including strategic sourcing, procurement, value analysis, logistics and innovation procurement for the hospitals and customers in the Erie St. Clair LHIN. Renée has been with TransForm since 2009, and played an integral role in the development and implementation of the shared service organization. Prior to TransForm’s inception, Reneé has provided supply chain leadership to the region’s hospitals since 2003; she has achieved millions of dollars in savings through operational and performance efficiencies for Erie St. Clair’s hospitals.

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platform that is backed by GHX’s

order being sent, through to being

robust ecommerce platform. This is

digitally acknowledged by the vendor,

the centrepiece of our supply chain

matched and then paid, with no human

operation: it validates transactions

intervention. Having a talented and

against our contracts and validates

dedicated team and leveraging our

orders in real time against vendor

technology has allowed us to offer

catalogue and description data to

a very strong supply chain operation

minimise order exceptions and is

that, in turn, allows everyone to focus

layered upon a BI tool to support our

on how we can achieve the best value

data analysis in a seamless manner.

for hospitals so they can save lives.�

We’ve put significant focus on automa-

Despite these achievements,

tion into the supply chain. A large

McIntyre is keen that the strategic

portion of our business is fully auto-

focus of the business continues. She

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“ We’re the only shared service organisation in Ontario that has integrated the Home and Community Care supply chains into what we do” — Renee McIntyre, Director of Supply Chain, TransForm SSO

future: growing TransForm SSO’s Home and Community care business, including closer collaboration and sharing with other health service providers, as well as continuing to implement technology to tie in supply chain data to clinical outcomes. The latter, she says, “is a growing need in healthcare: the ability for us to evaluate how we can tie in clinical patient outcomes and utilisation data to our own supply chain in an automated way to bring even greater value to our organisation. Looking further ahead, I see the ability to implement our supply chain model across the broader public sector as a significant focus moving forward.

Ideally, that would involve finding all those other public sector entities within our region and collaborating to develop a sustainable model that allows us to scale it right across the province. I think that could bring tremendous value to the public sector in the whole of Ontario, and it would be great to lead that drive.�

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Transform Shared Service Organization Unit A, Chatham, ON, N7M 5J5 T 519-436-1221 www.transformsso.ca