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Hospital Supply Chain
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BD, the BD Logo and Pyxis are trademarks of Becton, Dickinson and Company or its affiliates. © 2020 BD. All rights reserved. 191-4349 (0220) BD-15850


David Mason
Hospital Supply Chain
fallconference
This year has been unprecedented for all of us with so much in turmoil. Our hearts go out to everyone directly and indirectly impacted by the COVID-19 crisis. We would also like to acknowledge our amazing healthcare workers and first responders who are participating with us in our virtual conference. What you have done and continue to do is exceptional— you are the true heroes of this crisis.
For the past 14 years, Health Connect Partners has been focused on our mission of bringing providers and suppliers together, and each of you have been a part of our journey. The lasting friendships and meaningful connections made at our events have forged us into a strong community. It was because of this special community that we felt it was in the best interest of all of our providers in the healthcare setting, suppliers, and our employees to stay safe and healthy this year and move our events to a virtual setting. Despite the severe impact that this virus has caused on all of our businesses, we ultimately came up with a solution that allowed our loyal providers and suppliers to be able to connect safely.
We are delighted to welcome you—this time for our 2020 Virtual Fall Hospital Supply Chain Conference! We realize that the need for connection in our healthcare communities has never been greater, even though meeting together in person is not possible right now. We look forward to bringing even more providers and suppliers together for our fall
virtual conference, which will allow you to connect face-to-face (virtually), develop business relationships, be inspired by thought-provoking education, and discover new technologies and products.
If you have questions at any time during this event, stop by the virtual help desk or call us at 615-449-6234. We are here for you and happy to help.
We are beyond grateful to all of you for your understanding and willingness to keep moving in a positive direction.
David, Nelson and Jason
Nelson Hendry
Jason Green
Special thanks to BD, our title sponsor, for their support of this unparalleled event.
3


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titlesponsor
A big thank you
to our sponsors
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suppliershowcase* OPEN DURING THE ENTIRE CONFERENCE
Health Connect Partners’ Virtual Supplier Showcase provides a format for hospital decision makers to research, learn about, and connect with suppliers in a unique virtual space. Each virtual booth features the supplier organization and highlights their solutions, products, and technologies. This new platform is designed to give hospital providers and supplier organizations the ability to directly interact in a customized environment.
In addition to providing the platform, Health Connect Partners is focused on driving high- quality traffic to each Virtual Supplier Showcase booth—just like we do during our in-person Supplier Showcase events. The Virtual Supplier Showcase is open for visits any time during the conference dates and is a required stop on the way to the educational sessions.
Each provider executive will be encouraged to participate in a fun, interactive virtual experience allowing them to learn and request information along their journey through the Virtual Supplier Showcase. The more booths they check in at, the more entries they will have in the prize drawing.
Best of all—the Virtual Supplier Showcase platform allows provider executives to directly request information, and schedule meetings with suppliers through our virtual meeting platform. Providers have a choice of requesting a meeting during the Virtual Reverse Expo or selecting a specific date and time for an on-demand meeting outside of the Virtual Reverse Expo times.
Hospital Supply Chain
Request Information Schedule a Meeting Virtual Briefcase
About BD
BD is a global medical technology company that is advancing the world of health by improving medical discovery, diagnostics and the delivery of care.
Click here to watch our video
PDF Links
Automating OR Supply Chain OR Transformation
Visit us at bd.com
MAKE SURE YOU CHECK IN to be entered into the prize drawing!
You have 6 more booth visits to be entered
VISITED!
TO VISIT
BOOTHS STILL TO VISIT
VISITED!
TO VISIT
BOOTHS VISITED
99
CHECK IN AT EACH BOOTH YOU VISIT
TO BE ENTERED INTO THE PRIZE DRAWING Don’t miss the booths that are highlighted in Orange
We look forward to you visiting our booth
6 *To maximize this experience for everyone, only Providers and Supplier attendees from companies with a Virtual Showcase will be able to access the showcase area


prize drawing
win!
a large Big Green Egg or a Peloton bike!
suppliershowcase sponsors
This event is one of the highlights of our conference, and is all about interaction and relationship building— so don’t miss out!
Remember, you will only be entered into the drawing if you check into all 18 of your assigned Showcases, so make sure you visit them all!
“You gotta be in it to win it!”


Ed Hardin
VP of Supply Chain Froedtert Health
Monday, September 28
2:00pm—3:00pm CT
A Pandemic Success Story
This session is an interview with executives from a hospital and a local shoe company, who collaborated to produce masks during the ongoing pandemic.
Health Connect Partner’s CEO will host an interview with Ed Hardin, from Froedtert Health in Wisconsin, and Jim Kass, of Allen Edmonds Shoe Company. The two professionals, who were brought together by the scarcity of PPE, will share their story of building a relationship whilst manufacturing masks that helped to protect many front-line workers.
Their story outlines the value of building relationships, which is the very ethos of Health Connect Partners—attendees being able to create new relationships while further strengthening existing ones.
This partnership between a healthcare provider and a shoe company would have been very unlikely at the beginning of the year, but because of COVID-19, the relationship could now be seen as a great example for other healthcare organizations and manufacturers to think about their friends and neighbors and what types of business are in their communities.
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Building a Culture
of Engaged Employees
Susan Reilly Salgado, Ph.D.
Susan Reilly Salgado is a consultant, speaker, and thought leader whose expertise
lies at the intersection of organizational culture and customer experience. Susan leverages 20+ years of academic and professional experience to help clients build remarkable teams who can deliver remarkable customer experiences.
Susan’s work in this field began in the mid-1990s, when she was a regular
guest of Danny Meyer’s acclaimed restaurants in the Union Square Hospitality Group (USHG). Susan was inspired by
the consistently exceptional customer experiences she had across Danny’s many businesses, and set out to understand the secret of his success by studying the USHG restaurants for her doctoral dissertation. The result of her analysis was a model
that explained the impact of effective leadership on organizational culture.
learningobjectives
After attending this presentation,
Monday, September 28
2:00pm—3:00pm CT educationalsession
Susan’s consulting work and speaking engagements have allowed her to work with companies across more than 20 different industries, such as Delta Airlines, Hyatt Hotels, Goldman Sachs, Chanel, Cedars Sinai Hospital System, Chick-Fil-A, Sotheby’s, Condé Nast, and Coca Cola. In addition to her PhD from NYU-Stern School of Business, Susan holds a BS and an MBA from Lehigh University and has been an invited speaker at numerous universities. Susan has been a contributor for Inc. Magazine, has recorded a TEDx talk, co-founded the NYC chapter of Conscious Capitalism, and was named one of Fast Company’s 100 Most Creative People in Business.
Susan lives in NYC with her husband and daughter.
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attendees will learn to:
• Keep employees connected to the ‘why’ behind their jobs to give their work meaning and help sustain motivation through trying times. In the medical field, there may be a greater sense of purpose now than workers previously experienced.
• Identify gratitude as a driving factor in keeping employees engaged and making them want to do their jobs. This becomes
even more important in times when employees have to make so many more sacrifices at home to make work ‘work.’
• Make employees feel seen and having their voices heard is a critical element of engagement. Inclusive decision-making and transparency around the rationale behind changes are particularly important in these trying times when
so much is in flux.
sponsoredby
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Tuesday, September 29
2:00pm—3:00pm CT educationalsession
Barbara (Barb) Braun Zinser, RN
Barb has been a Registered nurse since 1993. She has worked in the Medical/ Surgical Intensive Care Unit for seven years at Mayo Clinic Health System- Albert Lea, MN then transferred to the Mayo Clinic - Rochester Campus in the Cath Lab for two years and then Liver, Kidney and Pancreas Transplant Coordinator for 13 years.
Barb completed the MBA with HealthCare Administration focus from St. Mary’s University in 2018.
learningobjectives
After attending this presentation,
Since early 2016, she has been a Clinical Quality Value Analyst for Mayo Clinic.
This role includes facilitation of Mayo Enterprise-Wide Practice Standardization and conversion opportunities, Participation in key Enterprise Practice Committees in Nursing, Surgery and Radiology/Procedural areas. Barb facilitates the Surgical Product Review Team for Mayo Clinic- Enterprise and provide financial and non-financial analytical information to aid in decision- making for major surgical commodity and Medical Device categories.
attendees will learn to:
• Describe profiling Value Analysis Program include, tangible and intangible benefits and costs
• Discuss requirements to maintain an effective Value Analysis Program including relationships with clinicians
and suppliers and ongoing management - all within a virtual format or hybrid format
• Improve partnerships during supply disruptions in a rapidly changing environment
TWO
The Value of Value Analysis, Now More than Ever
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sponsoredby


The New Health System Supply Chain Mandate
Brandi Greenberg
Vice President of Life Sciences and Health Care Ecosystem Research
Brandi is currently Advisory Board’s Vice President of Life Sciences and Health Care Ecosystem Research. In this capacity, she oversees all of Advisory Board’s research, training, and interactive experiences for life sciences and digital health companies’ medical, commercial, and L&D teams. She assumed this position in early 2019, after devoting 14+ years to building
out Advisory Board’s “customer insight” research subscription for commercial leaders of life sciences, digital health, and health care services firms.
Most recently, Brandi has led the team’s research on Covid-19 vaccine development and the increased role of transparency
in a post-Covid supply chain. Prior to
that work, she launched the firm’s Sales Transformation Support Initiative to help suppliers’ strategic accounts teams engage with health system leaders more effectively. Brandi remains a sought-after speaker
on medical value frameworks, provider- supplier partnerships, IDN purchasing trends, and outcomes-based contracts.
While leading Advisory Board’s research for life sciences, Brandi also helped to launch constituency-based research
subscriptions for health services firms,
independent physician groups, and
post-acute care providers. Across all these
research memberships, Brandi’s goal has
been the same: to share the insights and
best practices that make it easier for health learningobjectives care organizations across the ecosystem
Wednesday, September 30
2:00pm—3:00pm CT educationalsession
THREE
to understand each other’s perspectives, find common ground, and work more effectively together.
Prior to work at Advisory Board, Brandi was a Practice Manager with the Los Angeles office of the Boston Consulting Group. While at BCG, she supported clients in the biopharmaceutical, medical device, and health care delivery sectors. She has led major organizational redesign efforts to improve drug commercialization, clinical trials management, and operating room efficiency.
Brandi received her MBA from the Stanford Graduate School of Business, where she graduated as an Arjay Miller scholar. She also holds an MA in Rhetoric from Duke University and an AB with honors in English and American Studies from Stanford University.
After attending this presentation, attendees will learn to:
• Appreciate how lack of upstream and downstream visibility hinder the development of a more resilient supply chain
• Weigh tradeoffs between investments that can expand resiliency and initiatives that can unlock greater efficiency
• Diagnose the opportunities and barriers to cultivating a more strategic role for supply chain leadership within their own organizations
• Identify the kinds of data, platforms, and trust-building practices required to cultivate cross-sector transparency and collaboration
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Thursday, October 1
2:00pm—3:00pm CT educationalsession
Lara Patriquin, M.D.
Lara is a physician, speaker, and teacher of mindfulness meditation and of Transformative Inquiry in Albuquerque, New Mexico. Her personal quest for well being is informed by her medical studies on the brain and on the nature of thought.
She lectures extensively in the medical and business communities about the value of clear and reliable practices that optimize key functions of the mind.
FOUR
Healthy Minds: Habits for Resilience and Joy
learningobjectives
After attending this presentation,
Inspired by her scientific knowledge and extensive contemplative practice, Lara’s clients are able to access a more creative, successful, and inspired version of themselves.
attendees will learn to:
• Understand how the mind reacts to stress
• Move from flight or flight reactivity to
centered response
• Implement daily practices that will
improve their resilience and joy
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sponsoredby


Monday, October 5
2:00pm—3:00pm CT educationalsession
System Preparedness in the
Wake of COVID, Hurricanes, and Fires
Chaun Powell
Chaun Powell is the Group Vice President of Strategic Supplier Engagement with 15 years of experience in sales, marketing, national accounts, business and corporate development, and GPO negotiation.
As the Group Vice President of Strategic Supplier Engagement at Premier, Powell is responsible for providing leadership, strategy and execution to supply chain services consisting of product planning, contract management, negotiation,
field liaison and member engagement; leading strategic engagements and developing of business plans for all suppliers of the surgical services and med/surg distribution service lines; and positioning Premier, supply chain services and strategic supplier engagement
with strategic suppliers, their expanded organizations, leadership and the overall healthcare industry.
Powell received his Bachelor of Science
in business management from the
Leeds School of Business at University
of Colorado and his MBA from the Daniels College of Business at Denver University. In addition, Powell serves on the Philanthropy Committee for Children’s Hospital Colorado Foundation.
FIVE
learningobjectives
After attending this presentation,
attendees will learn to:
• Identify the factors leading to the multifactorial increase in product disruptions
• Analyze the effect of product disruptions on their own supply chain processes
• Outline steps to help mitigate supply disruptions and contribute to a sustainable solution
sponsoredby
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Tuesday, October 6
2:00pm—3:00pm CT educationalsession
Moderator
Gary Rakes
learningobjectives
After attending this presentation,
Vice President-Chief Supply Chain Officer at Aspirus, Inc.
attendees will learn to:
Gary Rakes is the Vice President – Chief Supply Chain Officer for Aspirus, Inc. Gary has been with Aspirus since November
of 2015. Prior to joining Aspirus, Gary worked for Providence Health & Services serving as the Region Director of Supply Chain Management for the Western Montana Region, the System Director of Supply Chain Operations and Logistics and ultimately as the Associate Vice President of Supply Chain Operations for the health system during his eight years of employment with Providence.
Gary has been in the healthcare supply chain management profession for more than 38 years and has a Master of Science degree in Material Logistics Management from the Naval Postgraduate School
and a Bachelor’s Degree in Business Administration from Lynchburg College.
• Understand how each Supply Chain leader and their respective organization responded to the COVID-19 global pandemic
• Gain insight from industry supply chain experts and be better prepared for pandemic events
• Share industry leading best practices regarding pandemic preparedness and execution
• Put in place lessons of how to be better prepared for current and future pandemics of other global supply chain disruption events
SIX
Pandemic Success Stories from Supply Chain
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sponsoredby


Panelist
John Barnes
Supply Chain Director of Analytics
& Systems at St Luke’s Health System John Barnes, MBA, is the supply chain director of systems support, performance, risk, and analytics at St. Luke’s Health System, where he has led the supply chain analytics and systems team for the past four years.
Barnes earned a bachelor’s degree from UC Santa Barbara and an MBA with a marketing concentration from the University of California, Davis – Graduate School of Management. Six Sigma Black Belt certified, Barnes also serves as a member of the HealthTrust Analytics Advisory Board.
Panelist
Tom White
Director, Supply Chain
at Froedtert Health
Tom has been with Froedtert Health since 2014, where he helped design, build and manage the organizations 100,000 sq./ft. Integrated Service Center, which opened in 2016. In his current role, Tom is working to expand the scope of Supply Chain throughout all of Froedtert Health, with a focus on implementing best-in-class supply chain models.
Panelist
Rosa Costanzo
CPO/VP of Supply Chain Management at Jackson Health Mrs. Rosa Costanzo serves as the Vice President of Strategic Sourcing and Supply Chain Management and Chief Procurement Officer for Jackson Health System (JHS), the third largest public hospital system in the nation.
Mrs. Costanzo oversees the materials management, procurement, value analysis, print shop, mailroom, logistics, receiving, real estate, procurement construction, supply automation and inventory management operations for the system. This includes six hospitals, twelve specialty-care centers, two long term care centers and health clinics.
Prior to her employment with JHS, she served as the Administrative Director
of Support Services and Materials Management at Putnam Hospital Center in Carmel, NY.
Mrs. Costanzo holds a Master of Health Care Administration from Saint Joseph’s College and a Bachelor of Business Administration from Western Connecticut State University, as well a number
of certifications, including Certified Professional in Supply Management (CPSM) from the Institute for Supply Management.
Panelist
Cecile Hozouri
Assistant Vice President,
Supply Chain at Scripps Health Cecile Hozouri is the Executive leader for Supply Chain at Scripps Health.
Her areas of responsibilities are: Sourcing, Supply Chain Systems, Procurement, Accounts Payable, Clinical Value Analysis and all hospital and clinic supply chain distribution and operations across the Scripps health system.
Scripps Health has leveraged her talents and now involved with leading significant change for the organization. Supporting and leading Scripps Health’s strategic objectives has been the most rewarding aspect in her career.
sponsoredby
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Wednesday, October 7
2:00pm—3:00pm CT educationalsession
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learningobjectives
After attending this presentation,
Thaiz Chanman, MBA
Thaiz is currently the Associate Vice President of Culture Change and Organizational Effectiveness. She brings a wealth of experience to Vizient including change management, marketing and executive development. Thaiz’s primary role is leading organizational effectiveness for individuals, teams and leaders to support and enhance an inclusive culture. Her team’s main objective is enhancing the employee experience through a variety of strategies and programs that yield positive results and support Vizient’s focus of positively impact the member experience.
She brings 20 years of experience in various roles ranging from marketing, corporate communications and talent/organizational development across a number of industries and organizations like Mattel, PG&E, Thermo-Fisher (formerly Life Technologies) and Baylor Scott & White.
Thaiz received a Bachelor’s degree from UC Berkeley and a Masters of Business Administration from Pepperdine University. She also had the opportunity to complete an International Global Business certificate program from Oxford University.
attendees will learn to:
• Lead through uncertainty
• Identify the framework you need to
transition to working remotely
• Leverage best practices to manage
a remote workforce successfully
SEVEN
Best Practices and Lessons Learned on Managing Staff Remotely through a Pandemic
sponsoredby


Navigating Manual to Ma(n)chine
Randy Bradley, Ph.D., CPHIMS, FHIMSS
Dr. Randy V. Bradley is an Associate Professor of Information Systems and Supply Chain Management in the
Haslam College of Business at The University of Tennessee. He is also EVP, Digital Transformation in Life Sciences
for Bio Supply Management Alliance (BSMA). He holds a Ph.D. in Management of Information Technology (IT) and Innovation, an M.S. in Management Information Systems, and a B.S. in Computer Engineering, all from Auburn University. As a healthcare supply chain and IT strategist and researcher, Dr. Bradley’s expertise includes digital business transformation, supply chain digitalization, and the strategic application of business analytics and IT in the
supply chain, with an emphasis on the healthcare sector. He has 20+ years of industry experience and his business background includes IT consulting, IT, supply chain, and analytics strategy design, digital supply chain roadmap development, supply chain transformation initiatives, IT outsourcing transitions,
and large-scale systems evaluation, selection, and integration projects. He
has consulted for and advised federal, state, and multinational organizations and companies both domestically and abroad.
Dr. Bradley is a preeminent thought leader and highly sought-after speaker for professional and corporate conferences and events. As a prolific researcher, his research and insights are chronicled in more than 100 articles, book chapters, columns, and proceedings of national and international practitioner and academic meetings and conferences. His research has appeared or is forthcoming in the Production and Operations Management Journal, Journal of Business Logistics, Decision Sciences Journal, Journal of Management Information Systems,
MIS Quarterly Executive, Information Systems Journal, Journal of Information Technology, Translational Andrology
and Urology, and Journal of Pediatric Pharmacology and Therapeutics, among others. His insights have also been chronicled in Bloomberg Law, Healthcare Purchasing News, MHI Solutions, Business Wire, MarketWatch, SupplyChain247,
DC Velocity, Supply Chain Dive, Logistics Management, HealthPRO News, Thrive Global, and Modern Material Handling, among others.
learningobjectives
After attending this presentation,
Thursday, October 8
2:00pm—3:00pm CT educationalsession
EIGHT
attendees will learn to:
• Explain the efficiency leaps possible through supply chain automation
• Describe the data areas in high demand for supply chain excellence
• Leverage the technology adoption pyramid to guide supply chain modernization efforts
• Assess their organization’s level of digital consciousness
sponsoredby
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educational advisoryboard
Hospital Supply Chain Board Chair
Gary Rakes, MS, CMRP, CSCS
Vice President – Chief Supply Chain Officer
Aspirus, Inc. Wausau, WI
Vice Chair
Phillip Bateman
Director of Materials Management
Woman’s Hospital Baton Rouge, LA
John Barnes
Supply Chain Director of Analytics & Systems
St. Luke’s Health System Boise, ID
Von Chaney, MBA, CMRP
Director Logistics, Facilities, Supply Chain
Memorial Sloan Kettering Cancer Center New York, NY
Rosa Costanzo, CMRP, CPPB, CPSM
CPO/VP of Supply Chain Management
Jackson Health System Miami, FL
Becky Foret, BSN, MBA
Senior Director, Contract Services
Vizient Irving, TX
Cecile Hozouri
Assistant Vice President, Supply Chain
Scripps Health San Diego, CA
Charlie Miceli, C.P.M.
VP/Network Chief Supply Chain Officer
University of Vermont Health Network Burlington, VT
Dennis Mullins, MBA, CMRP
Senior Vice President, Supply Chain Operations
Indiana University Health Indianapolis, IN
Tom White
Director, Supply Chain
Froedtert Health - Supply Chain Milwaukee, WI
Over the past year, our Educational Advisory Board has volunteered their valuable time to help us create an outstanding agenda. We greatly appreciate their dedication and want to recognize this esteemed group for all their hard work.
Simply put, without their time and expertise, this event would not have been possible.
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Take control of purchased services spend through proven technology, expertise, benchmarks and GPO contracts.
Our solutions optimize your third-party service contracts through predictive analytics, precise market insights and rapid savings capture.
Learn more at conductiv.com/jhc
Copyright © 2020 ConductivTM


DAILY
8:00am—5:00pm CT
Session ONE Tuesday, October 13
Session TWO Wednesday, October 14
Session THREE Thursday,
October 15
Session FOUR Tuesday,
October 20
Session FIVE Wednesday, October 21
Session SIX Thursday, October 22
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sponsored by


How to Prepare
• Schedule your Virtual System Test. If you have not done so already, contact us as soon as possible (615-449-6234) to schedule a meeting with our staff to ensure your system is ready for the Virtual Reverse Expo.
• Chrome is the ideal browser for the Virtual Reverse Expo platform.
• Disconnect VPN. Not doing so may prevent you from connecting to the
Virtual Reverse Expo platform.
• Check WiFi Speed. Streaming other devices during your virtual meetings
may impact speed.
• Check Microphone & Video Capability. Use of headphones is suggested.
• Check your Virtual Meeting Space. Make sure you’re satisfied with the
lighting level, camera angle, and items that appear in the background when you’re on camera.
Virtual Reverse Expo Day
• Early = On Time. Login to your Virtual Reverse Expo dashboard 15 minutes in advance of each meeting to prevent any lost meeting time due to technical issues.
• Focus on the Conversation. Contact information will appear on the screen but don’t worry about writing it down during your meeting—a summary email will be sent each day which will include contact information for all of your Virtual Reverse Expo meetings.
• Suppliers. Bring your best “elevator pitch” and a warm smile. Share your product or service and allow time for the Provider to share their needs— you may be able to meet them in a way you did not initially anticipate.
• Providers. Be honest about whether each product or service will meet your needs; if you express interest to a Supplier during a meeting, be prepared for and please respond to follow up communication from them.
System Requirements
• Desktop – Windows 10 & MacOS 10.7 Mojave 4th gen Intel Core i3, 4GB Ram
• Google Chrome (preferred)
• Firefox
• Microsoft Edge Chromium • Safari 11+
• Mobile – Android 7.0 • Google Chrome
• Mobile – iOS 12.2 • Safari 11+
• Networking – Recommended • Download 5.0 mb/s
• Open TCP port 443
• UDP port 3478
• Networking – Minimum • Download 1.2 mb/s
• Open TCP port 443
• Speakers & Microphone – Built-in or USB • Webcam – Built-in or USB
Remember: Where you build your best relationships, you’ll build your best business.
22
Tips for Success!


Delivering for you,
so you can deliver a difference.
Patient care may look different now, but the impact you make is the same. No matter how you’re taking care of those in need, we’re here to support you. We deliver the products and tools you need, however you need them,
so you can deliver a difference.
Learn how we can support you at mms.mckesson.com/covid-19
©2020 McKesson Medical-Surgical Inc.


Special thanks to each Provider for joining our
2020 Virtual Fall Hospital Supply Chain Reverse Expo
Please Note Registration is still open and this list is growing every day. The conference book will be updated weekly,
but in the meantime, please visit the Confirmed Provider page on our website to see a real-time list of Provider attendees.
Albany Med Health System, Albany, NY, Flavius Toader, System VP of Supply Chain
Allina Health System, Minneapolis, MN, David Wood, Director Strategic Sourcing & Services
AnMed Health Medical Center, Anderson, SC, Nancy Duffy, Director of Supply Chain
Arkansas Rural Health Partnership, Lake Village, AR, Brandon Gorman, COO/CFO
Aspirus, Inc., Wausau, WI, Cindy Reinke, System Director of Supply Chain Operations
Aspirus, Inc., Wausau, WI, Gary Rakes, MS, CMRP, CSCS, Vice President - Chief Supply Chain Officer
Avera Health System, Sioux Falls, SD, Kevin Jordanger, Business Development Director - Avera PACE
Avita Health System -3 Hospitals & 40 Clinics, Galion, OH, Jennifer Miller, Director of Supply Chain
Banner Health - Supply Chain Services, Chandler, AZ, Mike Halmrast, Executive Director Supply Chain Contracting Barnabas Health, Somerset, NJ, Obe Bayard, Materials Management, Manager
Baton Rouge General Medical Center, Baton Rouge, LA, Todd Daniel, Director of Materials Management Beaumont Health System, Southfield, MI, Alicia Scavona, VP of Supply Chain Operations
Beaumont Hospital - Trenton, Wayne, Taylor, Southfield, MI, Alice Poe, Director, Supply Chain Services
Bellin Health System (2 Hosp & 60 Clinics), Green Bay, WI, Jim Lynett, Supply Chain Director
BonSecours St. Mary’s Hospital, Richmond, VA, Shelon Anderson, Manager, Supply Chain Integration
Boone Medical Center, Columbia, MO, Cody Williams, MBA, Director of Supply Chain
Capital Regional & Lake City Medical Centers, Tallahassee, FL, Rachel Willis, Clinical Resource Director
Catawba Valley Health System, Hickory, NC, Patrick Broos, Director Supply Chain
Claxton-Hepburn Medical Center, Ogdensburg, NY, Jackson Shatraw, M.A., Th.M, CMRP, Director of Supply Chain Coastal Community Health, Jacksonville, FL, Margaret James, CRMP, Contract Manager
College Medical Center, Long Beach, CA, Jannell Blackwell, Director, Support Services & Emergency Management Community Hospital Corporation, Plano, TX, Jon Pruitt, CMRP, MHA, Senior Vice President CHC Supply Trust Community Hospital of the Monterey Peninsula, Monterey, CA, Doug Clark, Director of Supply Chain Services Concord Hospital, Concord, NH, Jodi Panzino, CMRP, FAHRMM, PMP, Supply Chain Management Director
24


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providerattendees by facility
Please Note Registration is still open and this list is growing every day. The conference book will be updated weekly,
but in the meantime, please visit the Confirmed Provider page on our website to see a real-time list of Provider attendees.
CookChildren’sMedicalCenter,FortWorth,TX,NicolaeAndrei,AssistantVicePresident ofSupplyChain
Crouse Health, Syracuse, NY, Christopher Scribner, MBA, CMRP, Director Supply Chain
Crystal Run Transformation Services (23 Clinics), Middletown, NY, Kevin Keller, Director of Materials Management Dana-Farber Cancer Institute, Boston, MA, Susan Wills, MBA, CMRP, FAHRMM, Director of Strategic Sourcing & Contracts Edward-Elmhurst Health, Naperville, IL, Matt Prinzing, System Director, Clinical Business Operations
Encompass Health, Birmingham, AL, George Pearson, Senior Contract Manager, Supply Chain Operations
Erie County Medical Center, Buffalo, NY, Donald Roof, MBA, LRT, Director of Materials Mgmt & Value Analysis
Fairview Health Services, Minneapolis, MN, David Dixon, Director
Fairview Health Services, Minneapolis, MN, Tina Good, Director, Supply Chain Operations
FMOL Health System, Baton Rouge, LA, Sandi Michel, LSSBB, MPMP, BSBA, ITIL, Director of Supply Chain Strategy FMOLHS - Our Lady of Lourdes RMC, Lafayette, LA, Mariechu Tavaranza, Supply Chain Services Manager
Froedtert - St. Joseph’s & Community Memorial, West Bend, WI, Nancy Vander Molen, Site Manager - Supply Chain Froedtert & The Medical College of Wisconsin, Milwaukee, WI, Katie Friese, Contract Portfolio Manager, Supply Chain Froedtert & The Medical College of Wisconsin, Milwaukee, WI, Chuck Jensen, MBA, Director of Sourcing & Contracting Froedtert & The Medical College of Wisconsin, Menomonee Falls, WI, Alissa Strange, Contract Portfolio Manager Froedtert Health, Milwaukee, WI, Jack Koczela, Director of Supply Chain & Analytics
Froedtert Health, Menomonee Falls, WI, Amanda Puls, Clinical Value Analytics Mangaer, Supply Chain
Froedtert Health - Supply Chain, Milwaukee, WI, Tom White, Director, Supply Chain
Geisinger Health, Danville, PA, Alan Hood, Category Manager - Indirect Services
Guthrie Clinic, Sayre, PA, Jon Kingsley, Operations Manager
Henry Ford Health System, Detroit, MI, Brandon Hess, Regional Director of Supply Manager-Northwest
Holy Cross Health, Silver Spring, MD, Clay Trover, PhD, CMRP, Sr. Director, System Supply Chain
Hugh Chatham Memorial Hospital, Elkin, NC, David Church, Director of Materials Management
Indiana University Health, Indianapolis, IN, Cassandra Rosbury, Value Analysis
Intalere, St. Louis, MO, Tracey Chadwell, BSN, RN, CVAHP, HCAP, Senior Director, Advisory Solutions
Intalere, Durham, NC, Tom Toth, Director of Member Solutions
26


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providerattendees by facility
Please Note Registration is still open and this list is growing every day. The conference book will be updated weekly,
but in the meantime, please visit the Confirmed Provider page on our website to see a real-time list of Provider attendees.
Intalere, Cleveland, OH, Nathan Inman, Director of Account Mgmt, Ohio
Intalere, St. Louis, MO, Bobbie Smith, Account Manager
Intalere, Atlanta, GA, Marshall Busko, Regional VP Executive Solutions
Intalere, St. Louis, MO, Amber Bolas, Sr. Director of Western Alliances
Intalere, Faribault, MN, Don Smalley-Rader, CMRP, Sr. Director of Intalere Eastern Alliance Intalere, St. Louis, MO, Brian James, Regional Director, Core Acct. Management
Intalere, St. Louis, MO, Amber Suka, Director of Account Managment
Intalere, Milton, GA, David Bates, Director, Member Solutions - GA, AL, FL Panhandle
Intalere, St. Louis, MO, Brian Claytor, Sr. Category Leader - Portfolio Expansion
Intalere for Intermountain Healthcare, Salt Lake City, UT, John Cox, Dedicated Account Executive
Jackson Health System, Miami, FL, Rosa Costanzo, CMRP, CPPB, CPSM, CPO/VP of Supply Chain Management Jackson Memorial Hospital, Miami, FL, Theresa Wilson, AVP, Supply Chain Management
Jefferson Regional Medical Center, Pine Bluff, AR, Tanja Bonnette, RN, Value Analysis Coordinator
Jefferson Regional Medical Center, Pine Bluff, AR, Larry Kennedy, CMRP, MSDTI,
Admin. Director Supply Chain & Support Services
Kaiser Permanente Health System, Oakland, CA, Mary Beth Lang, ScD, MPM, RPh, VP,
Chief Supply Chain & Procurement Officer
Lawrence General Hospital, Boston, MA, Craig Dudley, PMP, Director of Materials Management
LifePoint Health, Nashville, TN, Jacie Martin, RN, Director of Clinical Operations
Louisiana Children’s Medical Center, New Orleans, LA, Stephanie Grant, Director, Purchasing
MAGNET GROUP - GPO, Mechanicsburg, PA, Steven Duke, Chief Administrative Officer
MAGNET GROUP - GPO, Wallingford, CT, Diane Mase, President
Maury Regional Medical Center, Columbia, TN, Angela Rosen, CMRP, MMHC, Assistant Director, Supply Chain Meadville Medical Center, Meadville, PA, Karen Custard, CMRP, Director of Materials Management
Medstar Franklin Square & Harbor Hospitals, Baltimore, MD, Alexander Gardner, III,
Corporate Director of Supply Chain Management
28


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providerattendees by facility
Please Note Registration is still open and this list is growing every day. The conference book will be updated weekly,
but in the meantime, please visit the Confirmed Provider page on our website to see a real-time list of Provider attendees.
Medstar Washington Hospital Center, Washington, DC, Kenyetta Keys, MBA, Assistant VP of Support Services
Memorial Sloan Josie Robertson Surgery Ctr, New York, NY, Lucia Sarita, Senior Financial Manager OR & SC
Memorial Sloan Kettering Cancer Center, New York, NY, Von Chaney, MBA, CMRP, Director Logistics, Facilities, Supply Chain Mercy Health - West Hospital, Cincinnati, OH, Shaun Simpson, System Director, Hospitality Services
Milford Regional Medical Center, Milford, MA, Gary Finbow, Director of Materials Management
Montage Health/CHOMP, Monterey, CA, Jeff Bautista, Assistant Director Supply Chain Services
Mount Sinai Hospital, New York, New York, NY, Brian Rosenthal, CMRP, Director of Sourcing
MultiCare Health System, Tacoma, WA, Andy Hamilton, Executive Director, Supply Chain Management
North Kansas City Hospital, Kansas City, MO, Andrew Cerrone, Director of Sourcing & Contracting
North Memorial Health Center, Robbinsdale, MN, Linda Duchscherer, CMRP, Contract Administrator
Northwestern Medicine, Chicago, IL, Robin Loebach, Strategic Sourcing Manager
Oklahoma Heart Hospital-North/South Campus, Oklahoma City, OK, Marcos Hernandez, Materials Management Manager Orlando Health- Health Central Hospital, Orlando, FL, Marc Lillis, MBA, CMRP,
Administrator- Allied Health and Support Services
Owensboro Health Regional Hospital, Owensboro, KY, John Walker, Executive Director of Materials Management
Ozarks Medical Center, West Plains, MO, Nina Tryon, CMRP, Manager, Materials Management
Partners Cooperative, Inc., Atlanta, GA, ShannAn Norton, Senior Contract Analyst
Premier Inc., Charlotte, NC, Chaun Powell, Group VP of Strategic Supplier Engagement
Renown Health, Reno, NV, Mary Shipley, MBA, Director of Supply Chain Management
Renown Health, Reno, NV, Todd Shultis, Manager of Supply Chain Management
Robert Wood Johnson University Hospital, New Brunswick, NJ, David Rieth, Supply Chain Director
Saint Luke’s Health System, Kansas City, MO, Michael Darling, RN, BS, MS, CMRP, Vice President of Supply Chain
Salinas Valley Memorial Hospital, Salinas, CA, Tim Eckert, Procurement Contract Spec-Equipment & Maintenance
Salinas Valley Memorial Hospital, Salinas, CA, Jon Baird, Procurement Contract Specialist-Pricing Contracts
Scripps Health, San Diego, CA, Cecile Hozouri, Assistant Vice President, Supply Chain
Shriners Hospital for Children - Spokane, Spokane, WA, Todd Hogue, CMRP, Supply Chain Manager
30




providerattendees by facility
Please Note Registration is still open and this list is growing every day. The conference book will be updated weekly,
but in the meantime, please visit the Confirmed Provider page on our website to see a real-time list of Provider attendees.
Shriners Hospitals for Children (2 Hospitals), Boston/Springfield, MA, Nancy Miller, ST, CMRP,
Regional Director of Suppy Chain
Southeast Health, Dothan, AL, Jeremy Johnson, MBA, CMRP, ATC-L, Director of Supply Chain Management
Springstone, Inc. (18 Locations), Louisville, KY, Tammy Harden-Kent, Director of Procurement & Special Projects
St. Dominic - Jackson Memorial Hospital, Jackson, MS, Chrissy Fortenberry, Clinical Resource Manager
St. Luke’s Health System, Boise, ID, John Barnes, Supply Chain Director of Analytics & Systems
The Guthrie Clinic, Sayre, PA, Grace Jackson, CMRP, VP, Procurement & Supply Chain
The Queen’s Health Systems, Honolulu, HI, Corey Au, CMRP, Director of Supply Chain Management
Unity Point Health, Rock Island, IL, Jennifer Stiles, MSN, Contract Manager, Surgical Services
Unity Point Heath - Methodist Proctor & Pekin, Peoria, IL, Philip Smith, Regional Director, Supply Chain
UnityPoint Health, Des Moines, IA, Lori Miller, Value Analysis
UnityPoint Health, Grimes, IA, Nicole Kirchoff, Contract Manager - Med/Surge
UnityPoint Health, Grimes, IA, Marialee Depriest, Capital Sourcing Manager
UnityPoint Health, Urbandale, IA, Carmen Twedt, Contract Coordinator
UnityPoint Health, Urbandale, IA, Amber Crooks, Capital Sourcing Manager, Contracting Services
UnityPoint Health - Allen Hospital, Waterloo, IA, Sheila Boeckman, Regional Director Supply Chain
University of Kansas Hospital, Kansas City, KS, Kimberly Smith, Ph.D., C.R.A., R.T. (R), System Director of Strategic Sourcing University of Michigan Health, Ann Arbor, MI, Ruby Terry, Value Analyst Senior
University of Mississippi Medical Center, Jackson, MS, Andrea Williford, Director of Category Management
University of Rochester Medical Center, Rochester, NY, Katie Oleksyn, Director, Program Analysis & Supply Chain University of Vermont Health Network, Burlington, VT, Ken Jensen, Network Director of Supply Chain Operations
UR Medicine, Rochester, NY, Michael Altobelli, Senior Purchasing Manager
Vidant Health, Greenville, NC, Kevin Congo, System Director, Contracts Management Services Vizient,Irving,TX,RiazDharani,Director, Contract Services
Vizient, Irving, TX, Lauren Stange, Director, Contracting & Sourcing Operations
Vizient - Baltimore Convention COVID Hospital, Lancaster, PA, Stephen Piraino, Supply Chain Operations Leader
32


providerattendees by facility
Please Note Registration is still open and this list is growing every day. The conference book will be updated weekly,
but in the meantime, please visit the Confirmed Provider page on our website to see a real-time list of Provider attendees.
WellSpan Health, York, PA, Jonathan Pumphrey, Chief Supply Chain Officer / VP
WellSpan Health, York, PA, Debra Weatherly, CMRP, Contract Administrator Patient Care Srvcs
WellStar Health System, Marietta, GA, Melanie Stone, MSN, MHSM, RN, CVAHP, CLSSBB,
Executive Director Clinical Quality Value Analysis
Woman’s Hospital, Baton Rouge, LA, Phillip Bateman, Director of Materials Management
WVU Healthcare (WV Univ), Morgantown, WV, Maggie Robinson, Enterprise Director of Value Analysis Yavapai Regional Medical Center - West, Prescott, AZ, Larry Higgens, Director of Materials Management Yuma Regional Medical Center, Yuma, AZ, Sean Hazlett, MBA, Director of Supply Chain Services
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By Valerie Dimond
Will supply chain establish a new normal?
By Valerie Dimond
Amanda Chawla, vice president of supply chain at Stanford Health Care – Stanford Children’s Health – Stanford Valley Care in Palo Alto, California recognizes the lessons learned and she’s using that knowledge to map future success.
“We must take the time in crisis to learn from the experiences, uncertainty, and make changes for the future,” said Chawla, who describes
the process in stages. “The response stage is perhaps the most visible time in which you are required to be flexible, collaborate, lean in, and make quick decisions,” she explained. “The next phase is recovery, where we take a breath to learn from our wins and failures to accelerate the following step: restoration or establishment of the new normal.”
The last stage, post and prevention, may be one of the most challenging to sustain because of a tendency to revisit old habits after the dust settles instead a bold investment in new strategies.
“Emergency preparedness is the most vital element, and while there are requirements of preparedness, assessments, and drills, we must do annual reviews of risk and scenario-based planning,” Chawla said. “Scenario planning and continuous preparation is not a negotiation for the next emergency, it is not a matter of if, but a matter of when.” She says Stanford’s supply chain is making a commitment to this stage with a dedicated resiliency leadership role and solid partnership with the Office of Emergency Management.
Just when the U.S. thought it could get back to “normal,” the COVID-19 pandemic raged on with an uptick in cases and increasing strains on hospitals. Now, many healthcare supply chain executives are rethinking what normal even is — and not only for today but tomorrow. Working through this crisis has supply chain reassessing how it responds and operates no matter what’s happening.
34
Other issues had to be assessed as well when developing a plan that would also keep purchasing aligned with Stanford’s overall business objectives. Many hospitals, including Stanford, rely on a just-in-time low unit of inventory, which means partnering with distributors that carry high stock levels. However, COVID-19 threw a heavy obstacle onto that path.
“With this pandemic and the immediate surge of demand and lack of inventory and supply, Stanford felt the impact of COVID early on,” Chawla said, adding that the first COVID inventory order was placed in late January.
“Within a week of the first order, Stanford responded with the creation of a new asset account, and a plan to warehouse PPE inventory, recognizing the dependencies, vulnerability, and the potential volume of products required.”
This led to the establishment of Stanford’s Supply Resiliency Program to invest in new technologies such as artificial intelligence, warehousing, logistics, procurement support, an innovations task force, increased focus on clinical integration, and other strategies. And yes, they require financial commitment.
“These types of bold decisions are required, even during a time when the economics may not [comply],” said Chawla.
Health tech: the good and the bad
There’s no doubt that healthcare technology
is a game-changer for improving care
and efficiencies and cost-cutting. Analytics, automation, connected devices and communication technologies are a few of the must-have tools for success, but gaps still exist.
“Presently, the use of technologies is limited as the information available upstream on supply disruptions — from raw materials, to manufacturing, to exports — remains ambiguous at best,” said
Chawla. “Healthcare organizations may have
an understanding of inventory burn rates and can take this information to volume data to determine some level of predictive modeling. However, linking this type of information to disruption, being able to comprehend the magnitude, and then complete advance planning and preparation remains a challenge. We must solve and address the gaps that will allow for visibility in the supply chain, linking raw materials resiliency to utilization, to demand forecasting.” Stanford uses a customized analytics software program by Tableau to capture consumption to volume, but the key is linking the information to disruption and the inventory pipeline during a crisis situation.
“This would allow for greater emergency management planning and ultimately creating a visible end-to-end understanding of supply and demand,” said Chawla.
Looking ahead, she says supply chain
could see a shift in global sourcing and logistics, procurement diversification versus standardization, just-in-time management, changing roles among distributors, GPOs, 3PL’s, consolidated service centers, and more.
“There will likely be new market entrants and exploitation of the way we lead our industry,” she said. “In all of this, our work does need
to be measured, thoughtfully planned, and expeditiously designed and executed. This
will require resiliency, transparency, leadership, and collaboration. The pressure and reliance of supply chain to succeed have never been higher. It is essential that as leaders, we
take care of ourselves, one another and our teams as we continue through this journey to continuously improve.”
This article is reprinted with permission of DOTmed HealthCare Business News and can be read online in its original format at: https://www.dotmed.com/news/51925


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Telemedicine
There was a massive uptick in
telemedicine usage during COVID-19.
But will it last?
It’s clear that COVID-19 has accelerated the adoption of telemedicine by physicians and their patients.
But will it last? If so, how will it affect physician practices? What impact will it have on the types and volume of medical products and equipment they need?
As with just about anything COVID-19-related, no one knows for sure.
The evidence
Already before the pandemic, virtual office visits were on the rise. In February 2020, for example, the American Medical Association reported that physician adoption of televisits doubled from 14% in 2016 to 28% in 2019.
Then came COVID-19
In April, Merritt Hawkins – a healthcare search and consulting firm – reported that almost one half of approximately 840 physicians surveyed between April 11 and April 15 reported seeing patients via telemedicine. The firm contrasted that result with The Physicians Foundation’s 2018 Survey of America’s Physicians, also conducted by Merritt Hawkins, which indicated that two years earlier, only 18% of physicians were treating patients through telemedicine.
“The emergence of the virus has clearly accelerated the use of technological platforms used to treat patients remotely,” noted the company in its most recent report.
Signs of increasing usage were widely reported during the pandemic. For example, NYU Langone Health, an academic health system in New York City, reported that between March
2 and April 14, telemedicine visits increased from 369.1 daily to 866.8 daily (135% increase) in urgent care, and from 94.7 daily to 4,209.3 (4,345% increase) in non-urgent care. NYU Langone Health comprises four hospitals and more than 500 ambulatory locations, and 8,077 healthcare providers.
“From Henry Schein’s vantage point, we’re seeing an uptick in the adoption of telemedicine by entire health systems, as well as solo practitioners, urgent cares, and ER departments,” says Michael Casamassa, vice president of solutions and planning, Henry Schein Medical.
Greg Dean, vice president, technology and services, McKesson Medical-Surgical, points out that “COVID-19 has driven – and the relaxed regulations have allowed – many more providers and patients to use telehealth. Only time will tell, but the current general feeling is this will advance telehealth.”
36
The government responds
In response to the increased demand for virtual visits during the pandemic, the Centers for Medicare & Medicaid Services (CMS) broadened access to Medicare telehealth services. Effective March 6, beneficiaries could receive a wider range of services from doctors without visiting a healthcare facility. (Prior to this, Medicare would only pay for telehealth on a limited based, when the person receiving the service was in a designated rural area, and when they visited a clinic, hospital or other medical facility.)
On April 30, CMS waived the video requirement for interactive conferences, thus allowing Medicare beneficiaries to use audio-only telephone
to receive services. In addition, CMS waived limitations on the types of clinical practitioners who could furnish Medicare telehealth services, including physical therapists, occupational therapists and speech language pathologists.
After COVID-19
Some of these waivers may expire when the public health emergency has ended. But what happens after that?
“Providers who were on the fence prior to COVID-19 are looking for a more robust solution to fit the changing needs of their practice,” says Dean. “Others will retreat after the pandemic. There is a basic wait-and-see attitude concerning which regulation and reimbursement changes remain in place post-COVID-19.
“The federal government has invested greatly in telehealth during the crisis and paved the way for future adoption. Looking five years or more down the road, we may see virtual care integrated into the workflow for providers as part of specialist consults, follow-up and monitoring.”
But telemedicine won’t replace all in-person visits, he says. In fact, quite the opposite.
“As providers learn how to leverage this tool and balance their patients, it may grow in-person visits. By directing patients who do not need an office visit to telehealth, a provider has time to see
more of the critical patients – reducing wait times to get an appointment. Telehealth, or virtual care, also makes it easier to follow up with patients
– these are often missed visits. And, with the ability to connect easily to a provider, it may reverse the trend and reconnect patients to their primary care provider.”
Telemedicine alone isn’t primary care
Steven Waldren, M.D., vice president and chief medical informatics officer for the American Academy of Family Physicians, predicts
a significant increase in the utilization of telemedicine in the years ahead. “That assumes that reimbursement for telehealth remains post- public-health emergency and we continue
the move toward value-based payment.”
But stand-up “virtual primary care” options are not the answer, he says. That’s because the cost-effectiveness and high quality of primary care rest on four things: contact, continuity, coordination and comprehensive care.
A virtual-only model could deliver first contact, but not the other three. “That is not primary care.”
Stand-alone telehealth presents some questions insofar as diagnostics are concerned, adds Walgren. “Broad adoption of telehealth
could create a significant market for patient- administered testing, particularly if services similar to UberEats and DoorDash deliver testing supplies quickly,” he says. “But without the option to step up a virtual visit to in-person, it may drive the utilization of more diagnostics/point-of-care testing and more referrals to subspecialties.
“If a telehealth provider can only deliver care virtually, they may decide to do more testing than a physician who has the option to see the patient in person.”
What’s more, not all issues can be addressed via virtual technology, such as administering vaccines or palpating a patient’s abdomen, says Waldren.
“However, telehealth and telemedicine technology can facilitate distanced communication between patient and physician on qualitative questions and discussion.”


And although some patients might opt to substitute telehealth for at least some office visits, others may end up having a very similar number of in-person visits, he says. Those with chronic conditions, for example, might use telemedicine to engage more intensively with their physician and the care plan between in- person visits.
Protocols needed for virtual care
Growing acceptance of telemedicine may force providers to take a closer look at which visits lend themselves to virtual appointments, and which ones demand face-to-face visits, says Chris Smedley, vice president of physician enterprise solutions for Premier.
“This is such a critical question that medical groups across the country are contemplating, and there is no perfect answer. However, clinical necessity should and has to be a key driver in making these decisions.
“The severity of the condition and ability to move quickly from diagnosis to treatment will likely be key factors in determining these protocols. Providers are now being asked to inform
new scheduling protocols that triage patients based on clinical guidelines and pathways for either an in-person visit or a virtual one. Key to success will be the physicians and staff working together to come up with models that are easy to implement and sustain.
“It will be important for providers and the clinical staff to work together to carefully construct questionnaires to identify which visits qualify for an in-office appointment versus virtual care. Central to all of this is ensuring patient comfort, safety and wellbeing.”
Practices must also consider that following the pandemic, patients may be skittish about seeking on-site care due to concerns of potential virus transmission, adds Smedley.
“Many patients will opt for convenience and safety, which means they may choose not to visit a provider in-person if they can avoid it.”
Even without post-COVID-19 concerns about virus transmission, however, societal trends point toward a greater acceptance of telemedicine, he says.
“We’ve already seen a rapid shift in patient values where, oftentimes, their preference
for a virtual visit drives how they choose to interact with a practice. ... Furthermore, due to the economic impacts of COVID-19, such as unemployment and the potential for lost or reduced wages, people are going to be more selective about when they choose to see a healthcare provider.” The proliferation of high-
deductible health plans over the last decade has already made people more selective about seeing a healthcare provider.
“There will be a downshift in in-person visits, and health systems will have to reevaluate both the use of the physical space as well as care delivery models if volumes don’t return,” says Smedley.
Convenience and safety
Mike Casamassa of Henry Schein believes that the adoption of telemedicine post-COVID-19 depends on many variables, including how quickly states reopen, how quickly clinicians get back to work, and how fast treatments or a vaccine are available.
But patients value convenience and safety and will likely demand telehealth where and when it is appropriate, such as for low-acuity conditions like minor scrapes, bumps and bruises, and respiratory illness, he adds. Furthermore, as technology advances, the use of telehealth may expand to dental, ophthalmology, and remote patient monitoring, specifically, for high-acuity, at-risk patients with two or more chronic diseases. Behavioral health issues are also appropriate for telehealth.
“Additionally, the patient intake process of telehealth, which is automated and touchless, will likely cross over to all physical visits,” he adds. “If the collection of information prior to
a virtual visit can be done in an automated and touchless manner, we can expect physical visits to be conducted the same, and more candidly, demanded by patients.”
Supply chain ramifications
By understanding the impact telehealth will have on the traditional delivery models of healthcare, distributors will be better positioned to expand their portfolios and support their customers with new solutions, says Casamassa.
Henry Schein did just that years ago by partnering with telediagnostic company Medpod Inc., he points out. Last summer, the distributor announced the availability of Medpod MobileDoc 2, and entered in a new agreement with Uber Health, which enables healthcare professionals to deliver telediagnostic examinations in non-traditional care settings, including the home or workplace.
McKesson Medical-Surgical’s Greg Dean believes that the growing usage of telemedicine could lead to more diagnostic testing. “Being able
to connect quickly with a patient through telehealth or remote monitoring, doctors can initiate more timely visits for needed care
and testing,” he says. “It may also drive the development for more home testing.” As for
Telemedicine
medical supplies, telemedicine may drive down the demand for some, but increase the demand for others, as the complexity of visits changes, he adds.
Says Premier’s Smedley, even if telemedicine leads to a dip in office visits, physician practices will always need personal protective equipment.
“In many cases, organizations will seek alternative strategies to offset potential supply shortages through sterilization, conservation and reuse practices where applicable.”
In addition, because providers had to ramp up their telemedicine services so rapidly during the pandemic, they may reevaluate their longer-term strategy with these tools and solutions, he adds.
Physician preference
“We won’t fully understand the long-term impact of virtual care on providers for some time,” says Smedley. “Some clinicians love providing care through telemedicine portals, while for others it exacerbates the symptoms of burnout because of the perceived distance from their patients and the lack of connection.
“As health systems adopt care delivery models to understand what patients need, they will also have to account for the effect on their clinicians and doctors. They’ll need to strategically attend to those clinicians and physicians who may gravitate toward virtual care versus those who prefer providing care in an office setting.
“There will be an economic impact on ancillary revenue, although it’s unclear today the degree to which these services will change,” he adds.
“With more visits shifting to virtual care, health systems and medical groups are going to need to be creative and proactive to mitigate declining volumes for labs, X-rays, point-of-care testing and other procedures that are often administered during an appointment.
“Coming out of the pandemic, there is a sense of urgency to recoup lost visits and ancillary revenue. In the fee-for-service model, volume is an important leading indicator relative to revenue. The pandemic has spotlighted how value-based care models can help stabilize providers’ revenue compared to volume-based payment models.
“This may provide a tipping point in order to further motivate medical groups to participate in more risk-based contracting efforts.”
This article is reprinted with permission of The Journal of Healthcare Contracting and can be read online in its original format at: https://www.jhconline.com/telemedicine.html 37


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How new partnerships transform the supply chain
By Valerie Dimond
Healthcare merger and acquisition activity continues to teeter this year, but among organizations that shook hands before COVID-19 rocked the supply chain, some have cause to celebrate. In 2018, Georgia-based Navicent Health joined forces with Atrium Health in North Carolina — not exactly a merger or acquisition, but a solid partnership that continues to thrive.
“The term M&A may not be accurate for our situation,” asserted Charles Platt, director of supply chain services at Navicent. “Navicent Health is in a strategic combination with Atrium Health.”
One thing is certain: when two major health systems come together, big changes are bound to happen, especially in supply chain, as
each organization brings something to the table — strengths, weaknesses, commonalities, and redundancies. Upholding shared goals throughout the process can pave new avenues to success.
Embracing change
Since Atrium already had experience performing a high-level review of new partner systems and processes, the collaboration was off to a good start, albeit major adjustments were in store.
After a thorough assessment of their purchase order (PO) and accounts payable (AP) data, numerous areas for improvement were identified, including physician preference items (PPI), commodities, med/surg distribution, pharmacy, capital, food service and other purchased services.
“I think the biggest challenge was change,”
Platt said, noting most major modifications were made in 2019. “We changed GPOs (national and regional) and med/surg distribution.
We changed nearly every item in our system. We converted PPI to Atrium Health Supply Chain Alliance (AHSCA) contracts. This involved loading dozens of contracts with almost 45,000 items with new pricing.”
The effort paid off, having saved the organization nearly $5 million last year.
“We converted the remaining non-PPI items, [which] involved loading hundreds more contracts with over 15,500 items with new pricing, saving us hundreds of thousands of dollars in the back half of the year. Navicent was able to improve EBITDA (earnings before interest, taxes, depreciation, and amortization) by more than $100 million.”
Navicent also took an active role in AHSCA’s process enhancement and product standardization (PEPS) teams, which led to increased focus on clinical integration.
“Navicent Health has clinical representation on all of the PEPS teams and the clinical leaders make the decisions, not supply chain,” Platt said. “The PEPS teams aid in our value analysis process and reduce the work we were previously expending. After only two quarters with AHSCA — and a lot of work — we reached a 90% compliance level to AHSCA monitored agreements. All of the AHSCA PEPS teams are achieving savings in contract negotiation and product standardization and alignment, even during this pandemic.”
Integrating data
Successful data integration is key to achieving such goals, although it’s often considered one of the trickiest or most time-consuming processes to master. Good analytics that offer keen insight and visibility can definitely help.
“We had cleaner data than most, which allowed for an easier transition,” Platt said, adding that the team is currently working on a cloud-based project they call CORE Connect. “Teammates from Charlotte and Macon are working together to develop the best-of-the-best processes to be used by multiple areas of the business, including supply chain, finance, and human resources. The plan is to have one supply chain data team and for all facilities to share one item master, one contract master, one charge description master, and much more. We will be on one finance system and this will simplify reporting and analytics significantly.”
Use of an automated process in the surgery department also allows supply chain to use clinical documentation to drive purchase orders directly out of the system, which they aim to implement in their new ERP (enterprise resource planning). And careful attention to product utilization, in tandem with clinical leaders, also yields positive outcomes.
“Sometimes a product is less costly, but you have to use twice as much for the same outcome;
we must continue to look at the overall impact of the products that the clinicians choose,”
Platt asserted. “Not only should we be looking at product cost and standardization, but we must look at product utilization. Product utilization will be the next frontier for supply chain.”
A word of advice
“The cleaner and more complete your data,
the easier it is to make the transition,” Platt said.
“Use the services of your GPO, EDI provider, such as GHX, and any analytics tools, such as ECRI, to assist in cleaning your data. Look at all of your exception data—contract prices, part numbers, and units of measure. Work at reducing these exceptions. Part number and unit of measure exceptions are the easiest to work. Use data from your GPO to find any off-contract spend and try to standardize your products.”
Bottom line: new partnerships call for flexibility, resourcefulness, and willingness to work
hard together.
“Spend time with your supply chain counterparts and get to know them,” Platt said. “The best part of our strategic combination with Atrium Health is the opportunity to work with and learn from other supply chain professionals.”
This article is reprinted with permission of DOTmed HealthCare Business News and can be read online in its original format at: https://www.dotmed.com/news/52251
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