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detailed schedule
Tuesday, July 22 Tuesday, July 22
4.3 Standards: Patient Safety and Reduced Costs ✫
Technology Solutions I
Room: 206
While healthcare supply expenses account for approximately 30%–
40% of a hospital’s budget, the supply chain is more than just an
expense line on the budget. It impacts and links directly to patient
safety, quality, and cost reduction. Because hospitals have the most to
gain from an efficient supply chain, they are taking the lead by
adopting and implementing standards that will allow for synchronized
accurate product and packaging information. This session will explore
the efforts underway by providers to drive adoption of standards and
create a global data synchronization network – Product Data Utility
(PDU) – for healthcare. The PDU will impact patient safety and quality
of care and will result in millions of dollars of annual savings for
hospitals and billions of dollars for the healthcare industry.
Kathleen Garvin
Program Manager, DOD/VA Data Sync and DMLSS-W
Defense Supply Center
Philadelphia, PA
Jane R. Pleasants
Assistant Vice President, Duke University Health System
Durham, NC
Joe Pleasant
Chief Information Officer, Premier, Inc.
Charlotte, NC
4.4 Managing Conflicts of Interest in the Supply Chain
Purchasing I
Room: 212
Managing real or perceived conflicts of interest are of increasing
importance to healthcare organizations. While conflicts of interest can
take many forms, a supply chain is particularly susceptible to
inappropriate influence. Supply chain professionals must ensure
contracting and purchasing processes and decisions are not
compromised by financial interests or the pursuit of personal gain.
Failure to appropriately manage conflicts of interest can damage the
integrity and the reputation of the supply chain professional and their
healthcare organization.
James Francis
Chair, Supply Chain Management, Mayo Clinic
Rochester, MN
Bruce Mairose
Director, Procure-to-Pay, Mayo Clinic
Rochester, MN
4.5 Customizing a PPI Contract Management Strategy
Purchasing I
Room: 210
Contract management strategies are wide and varied including percent
off list, capitated contracts, and margin-based pricing. This program
will define these contract management strategies and outline key
factors for applying them in the high expense contract areas such as
orthopedics, spine, trauma, and cardiovascular. This session will also
share benchmark analysis to compare price saving outcomes and
relative performance of these strategies in various contract specialty
areas. A case study where these strategies were applied in academic
medical center settings will be included as well.
Jayne Resek
Senior Director, Physician Preference Items
University HealthSystem Consortium
Oak Brook, IL
Knitasha Washington
Director, Supply Chain, University HealthSystem Consortium
Oak Brook, IL
4.6 In-Sourcing of Sterile Packaging in a Five-hospital System
Strategic Planning [A]
Room: 211
This program shows how Covenant Health, a five-hospital system in
eastern Tennessee that spends more than $4 million per year on custom
sterilization, is bringing the production of customized procedural packs
in house. At one time, they put together the bulk of their procedural kits
while outsourcing some of the basic components, and then migrated to
a largely out-sourced procedural module. This project will allow
Covenant to assemble these modules and many other sterile packaged
items increasing quality and reducing expenses by 25%. The session will
cover the business plan, building requirements, hiring of employees,
and purchasing bulk non-sterile products.
Candie M. Clarke
Manager, CH Sterile Solutions
Covenant Health
Knoxville, TN
Paul George
Director of Material Management, Methodist Medical Center
Oak Ridge, TN
Gaye Jolly
Vice President, Corporate Materials Management
Covenant Health
Knoxville, TN
4.7 Achieving Next Generation Cost Savings
Clinical Resource Management A
Room: 214
New clinical innovations are dramatically improving patient care and
boosting service line growth. Unfortunately, these very technical
innovations are hindering margin performance as most hospitals and
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