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detailed schedule
Wednesday, July 23 Wednesday, July 23
10:45 am – 12:00 am
Learning Lab 6
6.1 In-Sourcing Your Courier Services Department
Distribution I
Room: 206
Courier services for a health system are a vital linking component –
activity occurs in some fashion, either formally or informally, with
internal resources or it is outsourced. Getting a grasp on the total costs
of courier services is important and most often will be the responsibility
of the materials manager. This session, geared towards persons or
groups desiring to set up or improve a courier service’s function within
their own organization, will review Courier Services as they refer to
vehicles transporting lab specimens, supplies, paperwork, and people
throughout a health system. The presenter will use MidMichigan Health
as a case study.
Jeff Wagner, CMRP
Vice President, MidMichigan Health
Midland, MI
6.2 PPI Standardization: Is this the Right Strategy?
Finance A
Room: 210
It is a well known fact that if you buy anything in volume or you commit
a percentage of your purchases to a vendor, pricing of a product
typically goes down. This methodology works well for most industries,
but not for the hospital setting. The materials manager must not only
satisfy the administrative leadership team by controlling costs, but also
an eclectic group of physicians who typically gravitate to the latest and
greatest trend or technology. This session will help attendees
understand the physician temperament, determine which way the wind
is blowing, comprehend the pros and cons of standardization
especially from a physician perspective, and shape a contracting
strategy for their own climates.
Nick Sears, MD
Chief Medical Officer, MedAssets
Tampa, FL
6.3 Contract Compliance and Product Consolidation (Beyond
Value Analysis – The ROi Model)
Finance B
Room: 213
ROi (Resource Optimization and Innovation), an operating division of
Sisters of Mercy Health System, is a highly creative, collaborative, and
compliant healthcare supply chain organization whose success is
driven by three guiding principles: always involve stakeholders, always
create value (clinical, financial, or operational), and always keep your
word. ROiAligned is the contracting arm that connects all three guiding
principles. The key enablers that ensure the success of ROiAligned are
GPO contracting ownership, disintermediation through enterprise-wide
self distribution, and logistics as well as Performance Consulting who
oversees up-front stakeholder input to ensure ROi is meeting the needs
of its customer base and providing the best overall value for its
members. In this session, you will learn how Sisters of Mercy, an 18
acute care and two heart hospital system has leveraged their unique
model to take value analysis to a new level. Through the collaborative
efforts of their multi-disciplinary team, they drive the highest levels of
product standardization and contract compliance.
John Black
Vice President, Supply Chain
ROi, a division of Sisters of Mercy
Springfield, MO
Ruth Tallman
Clinical Resource Manager, ROi, an Operating Division of Sisters of
Mercy Health
Chesterfield, MO
Cherise White
Director, ROiAligned Program
ROi, a division of Sisters of Mercy
Springfield, MO
6.4 Knowledge Sharing in Complex Environments
Technology Solutions B M
Room: 211
Inter-organizational collaboration and knowledge sharing underpins
today’s knowledge-intensive organizational environment. While
collaboration initiatives are traditionally the domain of the CIO and/or
CTO, research endeavors have been conducted to take a more holistic
organizational/enterprise approach. This research traces the evolution
of organizations from hierarchical to network to multi-minded systems
and proposes that successful inter-organizational collaboration is a
function of formal structures, informal social networks, and supporting
information technology architectures. It further suggests that linking
mechanisms (both technical and social) affect the overall success of
collaboration initiatives. This session will use a case study approach to
illustrate the typical pitfalls in knowledge-sharing programs.
Sean O’Neil
Army Officer, US Army Medical Department
Burke, VA
48 49