Reform and the Recession have continued to challenge healthcare 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 1600 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 senior executives with strategic insights that will help them better understand and evaluate supply chain management, and enable them to make sure that their enterprise is applying strategies, tactics, processes and resource utilization that will allow supply chain performance optimization to at least be approached.
Who Should Attend:
The target audience for this program is senior hospital and IDN executives: CEO's, COO's, CFO's and VP's of Operations. This is not a program for senior supply chain executives.
Upon Completion, you will understand:
- Why a supply chain strategic plan is essential
- On what funds are being spent
- How well are all involved with supply chain management educated and/or trained to manage 50A% of the annual budget
- Excess inventory or cash -which is the better choice
- How external business partners contribute to supply chain performance
- How senior executives can assess if performance is at the level needed and required
- What must the senior executive know and do regarding their supply chain
- How much participation in the supply chain is right for nurses
- How to engage physicians in the quest to optimize supply chain cost effectiveness
Jamie C. Kowalski, MBA is currently CEO and founder of Jamie C. Kowalski Consulting, LLC (JCKC) specializing in Healthcare 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 healthcare 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.