that we ’ re trying to collaborate with .
2 . Then , of course , we must continue to discuss the issue that negatively impacts progress to get to common ground . Where we tend to run into challenges is that we don ’ t make a clear case for change . And when that happens , it ’ s time to take a pause to clarify and simplify the business case , looking to data insights and analysis to ensure that we ’ re on the right track . Afterwards , we can reengage the conversation .
SCO : When considering internal and external organizational factors , you mentioned looking at other industries in terms of successful and innovative supply chain practices . Can you expand on this ?
DW : I have a background in multiple industries ; this experience has really allowed me to bring in new ideas and translate and adapt those practices to the healthcare supply chain overall , and for Providence in specific . But I also think there can often be a sense of “ snobbery ” when supply chain leaders from other industries come into healthcare .
There is the sense you ’ re coming in with all these advanced ideas about logistics and technology and can just easily apply those to healthcare . That isn ’ t always the case . I have come across compelling , cross-industry business cases that I ’ m continuing to champion , and there are certainly things we can learn from other industries , but conversely — given the unique challenges of healthcare supply chain that come down , sometimes , to literal ‘ life and death ’ scenarios — other industries have a lot to learn from those who have a long history in healthcare . I ’ m mindful of listening to their perspectives and understanding their experiences .
As I mentioned earlier , I ’ m developing a robust collaborative planning , forecasting and replenishment capability in the periop space and couple that with some proprietary technology that we ’ ve developed recently called the Depletion Interface . In partnership with our clinical teams , I ’ m hoping to drive and make a business case for higher
Modernization goals ( scalable systemwide ) since 2020 between Medline and Providence
• Achieving fully integrated data — demand planning and inventory management to reduce delays , increase efficiency and maximize savings
• Improving tools and systems — overhaul surgical preference card solution to eliminate waste , reduce excess picks and maximize capture charges
• Synchronizing cost reduction efforts — ongoing formulary standardization and reduction in clinical and product variation
• Expanding channels through Medline by standardizing products and processes across the organization to improve overall clinical and operational efficiency
levels of supply availability , inventory optimization , and waste reduction . All things that are key to giving time back to our caregiver team so that they are not always in a mad rush to find what they need .
SCO : What do you look for in a partnership to achieve overall supply chain network success ?
DW : Having a partner that is willing to be flexible , meet us in the middle and work collaboratively is key . We have many complex challenges and struggles especially , beyond the crises that arose from the pandemic . It pays dividends to have those relationships . We ’ ve built a great track record and story — with Medline ’ s help — and that gives us a high level of credibility in the organization . Providence and Medline have a long-stand- ing partnership since around 2010 , and that partnership expanded in 2017 .
We ’ re not afraid to say when mistakes have been made and what we ’ ve done to remedy those mistakes . We never , and I mean never , try and pull the wool over our colleagues ’ eyes — and we expect the same from our partners . In this way , we all know that if my team says something or I say something , we mean it , and I think that has resonated across the organization .
Ultimately , success in supply chain involves taking small steps , showcasing what ’ s achievable , and driving change . Through diverse experiences and collaboration , individuals are inspired to explore new ideas in their organizational sphere . And when it comes to breaking down barriers , that is the valiant battle .
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