Reform and the Recession have continued to challenge health care provider executives in ways not seen in generations, maybe ever. The mandate — improve access to and quality of care (aka outcomes), while significantly reducing operating expenses, with dramatic reductions in payment for services provided.
A powerful strategy providers can use is optimizing the supply chain. Research completed by several industry sources, has revealed that, in hospitals of all types and sizes, the total supply chain management expenses have reached 50% of the operating budget. In addition, based on responses from 1,600 nurses and nurse executives in a 2009 national survey on supply chain management, respondents associate the supply chain with wasting up to 2 hours of nurse’s work per shift, negatively impacting the quality of patient care (outcomes), patient satisfaction, and nurse satisfaction. We can save time by optimizing the performance of the supply chain, which will provide substantial opportunities to improve clinical performance.
This program is intended to provide service line managers an understanding of supply chain management principles and concepts. It will also enable them to approach and collaborate with supply chain executives, co-develop and use strategies, tactics, and processes and manage resource utilization, in ways that will facilitate their service line and the entire enterprise to approach optimized supply chain performance.
Who Should Attend
The target audience for this program is service line managers and directors (Surgical Services, Engineering, Nursing, Cardiac Cath Lab, Clinical Lab, Pharmacy, In-Patient Care, Environmental Services, etc.) This is not a program for senior supply chain executives.
Upon completion, you will understand:
- Enterprise supply chain management and what role it plays
- Why a supply chain strategic plan is essential
- What funds are being spent, and strategies to manage this aspect of supply chain management
- Product evaluation, selection and supplier relations management
- Which is the better choice: excess inventory or cash
- How external business partners contribute to supply chain performance
- How to communicate with senior executives about supply chain performance
- Effective metrics to use to track supply chain performance
- How to engage physicians in the quest to optimize supply chain cost effectiveness
About the Instructor
Jamie C. Kowalski, MBA is currently CEO and founder of Jamie C. Kowalski Consulting, LLC (JCKC) specializing in Health Care Supply Chain Management. He has been active in the industry since 1972, serving as Vice-President of Business Development at Owens & Minor; Vice President of Strategy and Development for McKesson Provider Technologies; and founder of Kowalski-Dickow Associates Inc (KDA) in 1980. Jamie’s knowledge of and experience in health care Supply Chain Management include: Planning; Strategy, Operations, Facility Design, Information Technology, Performance Measurement, Customer Service and Satisfaction, Self Contracting and Distributing models, Supply Expense Management and Reduction, Focus group discussion leader for suppliers and GPOs, Marketing planning for hospital supply manufacturers/distributors, and GPO’s. He has worked extensively with Surgery, In-Patient Care Services, Pharmacy and Revenue Cycle. His hospital management experience includes Director of Supply Chain Management and Assistant Vice President for Support Services in community and tertiary hospitals.