“We’re really talking about expanding the view of supply chain partners,” says Schiller. Its goal was to identify, research and report on collaborative supply chain initiatives between providers and trading or business partners that involve better data standardization, sharing, analytics, and evidence-based decision-making to improve cost, quality, and outcomes.Īfter examining a number of CQO initiatives, the Task Force found that the most innovative ones tended to fall under one of the three themes – operational efficiency, total cost to serve, and utilization and standardization. That is to say, the supply chain director is perfectly situated at the crossroads of the IDN’s financial, administrative and clinical staff, and all its major trading partners.ĪHRMM convened its Thought Leader Task Force in 2015 as a continuation of its first-ever Thought Leader Summit on CQO, held at the 2014 AHRMM Conference and Exhibition. “No other group interacts with every major stakeholder internally and externally,” says Schiller, who was supply chain director at a major pediatric hospital in Chicago prior to joining AHRMM in January 2014. Supply chain directors are in a unique position to do just that, says AHRMM Senior Director of Supply Chain Mike Schiller. That’s according to a group of thought leaders convened by the Association for Healthcare Resource & Materials Management, who were charged by AHRMM to uncover applications of AHRMM’s Cost, Quality, and Outcomes (CQO) initiative.ĬQO was launched in 2013 to provide training and education to help supply chain professionals and their trading partners make the correlation between cost, quality and outcomes, as they explore strategic opportunities, and evaluate and select products and equipment. Three focal points sum up what’s happening today in some of the most innovative supply chain initiatives between providers and their trading partners – including distributors, manufacturers, technology companies and GPOs:
0 kommentar(er)
