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lenges in system or clinical integration , data silos , and distinct procurement processes , performance and cost efficiency efforts are hampered .

SCO Magazine met with Dave Walker , SVP / Chief Supply Chain Officer at Providence Resource , Engineering & Hospitality Group , to speak about the topic of the expanding influence of supply chain within a large IDN or health system . Within Providence , Dave leads the Resource , Engineering and Hospitality Group ( REH ). The purpose of the group is to ensure that purchased products and services meet the clinical needs of the patients and caregivers Providence serves . Over several years , he has tried to look at the organization and its supply chain challenges from a broader context and encourage his institution to collaborate across a variety of clinical , supply chain and other cross functional stakeholders . Ultimately , he has taken several steps to progress these ideas forward . His thoughts are enlightening for any organization within or outside of healthcare .

SCO : What is your vision for supply chain at Providence ?

DW : Over the last 10 to 15 years — no matter what compa-

ny I ’ ve worked in — I ’ ve really tried to look at supply chain in a much broader context . My view is that we should be building and leveraging a network of collaborative internal and external relationships that deliver breakthrough financial , operational , and social performance for both Providence and our partners . Supply chain practitioners today need to aspire to develop broader supply chain capabilities that create a strategic impact . Without that perspective , supply chain will continue to be perceived primarily as a source of expense reduction when it could be an underlying strategic differentiator for a health system . With that in mind , I ’ m focusing on these three areas : 1 . The art and science of supply chain : First , there should be an understanding and application of the science that underpins effective supply chain management .

2 . Developing a culture of systems thinking : This depends on servant leadership and continuous improvement , and Providence is on a continuous path to advance all three of those things .

3 . Build relationships that enhance a network or an ecosystem : We must become

Providence provides high-quality , compassionate healthcare to all , regardless of coverage or financial status . Our 117,000 caregivers , across Alaska , California , Montana , New Mexico , Oregon , Texas , and Washington , offer a diverse range of health and social services .

hospitals *

skilled nursing facilities

* Stats as of 02 / 2024

good stewards of each other ’ s businesses — both internally and externally . We need to break down the barriers that suboptimize collaboration . This seems to be the number one challenge that we face as supply chain professionals .

SCO : Can you talk a little bit about your team ’ s scope within Providence ?

DW : The scope continues to change . Beyond all the traditional healthcare supply chain functions , I have system responsibility over Procure to Pay , as well as our system-wide cash management function — in partnership with our treasury team . We also have food nutrition services , our corporate credit card and travel services , and we ’ re also starting to make progress in both lab , EVS and periop operations as a support entity . I ’ m fortunate to have that kind of diversity and influence across those areas . Ultimately , our goal is to take on as much of the supply chain management as possible to allow the clinical caregivers to focus on delivering patient care .

SCO : In terms of creating a more clinically integrated supply