The Backbone of World Class Care and a World Class Supply Chain

Several weeks ago, I sat down for a conversation with Steve Downey, Vice President of Supply Chain & Support Services for the Cleveland Clinic, and also the CEO of Excelerate, a collaborative GPO that specializes in Physician Preference Items (PPI), and includes Vizient members, the Cleveland Clinic and Ohio Health.

Our discussion revolved around how The Clinic has been able to create and maintain a resilient supply chain capable of supporting one of the world’s most prestigious health systems.

It goes without saying that the Cleveland Clinic is a complex organization, stretched across geographies that include Northeast Ohio, Florida, Nevada, Toronto, London (UK) and Abu Dhabi. Given such physical and cultural diversity, one size (or one plan) would not fit all. Bringing it all together represented a huge challenge for Steve Downey and his colleagues at the Clinic.

As I said above, a single solution would not be the answer.

But a common approach would.

Aligned with the ‘Patients First’ mission of the organization, their approach is patient-centric with a focus on collaboration and inclusivity. Highlighted below are some best practices that have led to the Clinic’s resiliency :

·??????? Patient Focus: Any plan for a world class supply chain would have to tie with the organization’s fundamental goals. For The Clinic, that goal is to provide world class patient care, Therefore, the Supply Chain’s overarching goal is to plan, implement and execute a set of policies, procedures and practices to ensure that the level of care traditionally associated with The Clinic is supported.

·??????? Collaborate with others: Excelerate, the GPO created in collaboration with Ohio Health and Vizient, has more than 30 members nationwide. It focuses on high-dollar PPI and allows members to participate on a voluntary basis by category. This flexible approach enables members to participate as they wish while aggregating purchase volume to secure the best possible pricing for key items.

·??????? Find out where you are and what needs to be done. If necessary, retain neutral outside expertise. The Cleveland Clinic decided to conduct a system-wide analysis of key supply chain operations in Northeast Ohio and Florida, the goal of which was to provide an accurate snapshot of how each market was performing and opportunities for improvement. A truly comprehensive assessment will include the study of facilities and infrastructure, capital equipment, including transportation and delivery vehicles as well as the presence of qualified staff.

·??????? Build a skilled team. The larger and more complicated a system becomes, the more it needs qualified and effective staff in key positions. Often, since most evolving Systems are cobbled together with existing staff from former stand-alone Community hospitals, formal expertise in key analytical and IT positions may be lacking and recruitment of needed resources will be necessary.

·??????? Educate and enlist the input and support of key clinicians and physicians. In a mega-IDN like the Cleveland Clinic, it is imperative to enlist, educate and involve key clinicians across the vast geography of the system. Downey and his dedicated significant effort to educating and integrating leaders across the organization. The key to success for The Clinic, was not only the effort to train and enlist, but the implementation of a singular standard of care across the system. Smaller and less diverse Systems face the same challenge and would do well to emulate the approach of The Clinic. There is no shortcut and the ultimate challenge, both at The Clinic and smaller IDNs is to build credibility for the Supply Chain at all levels within the organization, including the C-suite. Without trust and support, it is impossible to garner the cooperation and participation needed.

·??????? Create situational or geographic-specific plans for key functions. While a single site hub and spoke distribution strategy may work for one area, it may not be one that works for every location. Plans need to be tailored to the needs and demands of the areas they serve. Flexibility is required.

·?????? Meet often, listen to stakeholders, adjust as needed. No plan is ever final. Things change constantly. Oversight involving key stakeholders needs to be carefully designed and executed. Constant communication builds respect and reduces distrust, Whether a small IDN or a large, complex entity, effective communication is invaluable.

Let Us Help. For over forty years, the St. Onge Company has been helping organizations both large and small craft solutions to make it possible for their supply chains operate at peak efficiency. Our Healthcare Team is currently working with many of the nation’s leading HCOs to help them optimize their supply chains of the present and to plan, design and implement the supply chains of the future. Our goal is to improve operations at each step along the way until it reaches its ultimate destination- the patient’s bedside.

For information on how we can help your organization, contact Fred Crans at [email protected] to set up an exploratory conversation.

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The full discussion with Steve Downey can be heard on the St. Onge, “Taking the Supply Chain Pulse” podcast. Here is the link: https://takingthesupplychainpulse.buzzsprout.com. Please listen, subscribe and provide comments. If you know anyone we should talk with, or any topic we should address, please contact us.

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