May 03, 2019
As new payment models take hold and inpatient admissions continue to flatten, hospital executives are feeling ever-mounting pressure to contain costs. This pressure is inevitably passed on to the supply chain leaders who’ve already exhausted the traditional cost-cutting levers and are hard-pressed to uncover additional savings.
Even some of the most forward-thinking health systems struggle to look beyond these traditional savings opportunities. Often, renegotiating vendor contracts leads to a frustrating cycle of reaching for the same low-hanging fruit and realizing only meager savings in the end. Instead, health systems should focus their strategic planning efforts on building a data-driven initiative prioritization pipeline that is purposefully aligned with the organization’s clinical, operational and financial priorities.
Developing a data-driven initiative prioritization pipeline entails systematically analyzing spend and usage information across medical device categories and then developing a strategic work plan for tracking and scheduling actions throughout the year. This kind of shift in planning doesn’t just happen; because the support of both clinical and administrative leaders is needed, it requires a broader cultural realignment within the organization. Below we highlight three collaborative strategies for administrative and clinical leaders.
Remember that change doesn’t take place overnight, and every journey has a few bumps. But by actively seeking out physician champions, incorporating clinical evidence into device selection discussions and creating transparency into current use patterns, health systems can shift toward a collaborative, data-driven approach that unlocks new value and stronger partnerships.
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