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- Active Strategic Performance Relationships
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- Strategic Performance Relationships & Outcomes
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- Characteristics of Strategic Performance Relationships
- Connecting GE Healthcare's Portfolio
- Connecting GE Healthcare's Portfolio
- Clinical Command Centers
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- Human Capital Value Chain
- Human Capital Value Chain
- Care Management Transformation
- Care Management Transformation
- Non-Labor Expense Reduction
- Non-Labor Expense Reduction
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- Episodes of Care and Bundled Payments
- Continuum of Care Network Development
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- Clinically Integrated Networks, ACOs, and Population Health Alliances
- Payer Strategy, Performance Improvement, and Contracting
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- Population Health Management
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- Financial Operations and Transactions
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- Perioperative Transformation
- Perioperative Transformation
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- Strategy and Leadership
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Results
Midwestern Integrated Health Delivery System
Creating a Roadmap to Sustained Supply Chain Excellence
Background
To ensure sustainable growth, our client realized they must focus today on supply chain vulnerabilities—starting with a clear understanding of the cultural, strategic, and technological issues.
Our Approach
Bringing thought leadership, industry best practices, and deep expertise, we created senior-level partnerships that enabled our client to look at their challenge in new ways. The result: a strategic and tactical roadmap that will enable our client to transform their supply chain and achieve an improved, sustainable service model.
Assessing cultural factors: Understanding how the lack of a strong supply chain culture affects customer service and discourages risk-sharing will enable the team to envision their desired culture.
Ensuring tools are in place: Learning about new technology and tools will help our client identify how they could make the most of their current systems and what upgrades they will need to achieve their desired future state.
Strengthening strategic partnerships: Renewing their GPO partnership will result in new opportunities for participation and cost-savings.
Engaging senior leadership: Garnering C-suite support and department-wide buy-in will develop a cohesive supply chain culture.
Results
Reduce Inventory VarianceIdentified steps to reduce inventory variance <5%
Reduce Current Distribution Costs by 30%Identified opportunity to achieve industry best practice
Improve Inventory Turns
Recommended steps to improve inventory turns for expensive oncology drugs 34%