Recognize the hidden heroes in your supply chain

Now more than ever, the vital work that supply chain professionals perform every day is key in supporting patient care.

In an industry that calls for reduced costs without sacrificing top-quality care, success would be nearly impossible without their tenacity and constant innovation. Though these professionals touch every department of the hospital and act as the backbone of a well-functioning health system, their efforts to revolutionize and streamline patient care are often overlooked.

With that in mind, here are four reasons to thank your supply chain leaders today:

  1. They wear more hats than their titles may suggest.
    The expression “Renaissance man” may bring Leonardo da Vinci to mind, but the men and women of your supply chain must also demonstrate deep knowledge across a wide range of functions. In addition to their daily efforts to ensure that hospital staff has the products necessary for high-quality patent care, these leaders may also take on the roles of financial expert, data whiz, safety officer, and advocate for change. Whether they’re leveraging state-of-the-art analytics technology to transform data points into actionable improvements or coordinating with other leaders to generate momentum for positive change, their multi-faceted work experience allows them to see potential problems in the supply chain from a variety of viewpoints.
  2. They are the connective tissue of your entire health system.
    Supply chain leaders have the unique opportunity to support every area of your hospital and must therefore have a deep understanding of each department’s needs. Though their work spans an ever-widening continuum of care, they unite manufacturers, suppliers, and clinicians through the common goal of improved patient outcomes at the lowest possible cost. In a time when hospitals are driven to do more with less, they collaborate with a variety of stakeholders including nurses, physicians, hospital executives to bring sound reasoning and diversity of perspective into every decision they make.
  3. In a high-pressure environment, they adapt quickly and professionally.
    In the complex and ever-changing world of healthcare, supply chain leaders must navigate a high-stakes atmosphere with potentially life-altering consequences. Therefore, ensuring the best outcome for each and every patient is the guiding light that they rely on to successfully direct their teams through uncharted waters. According to a recent Cardinal Health survey, over 50% of respondents working in the supply chain space have been in the healthcare industry for 20 years or longer. This real-world experience provides them with the finely-honed expertise necessary to address problems as they arise with confidence.
  4. The hard work that goes into an effective supply chain often takes place behind the scenes.
    Despite the fact that supply chain leaders play an integral role in optimizing patient care, their efforts may not be immediately visible. In fact, a supply chain at peak performance should appear to function effortlessly, automatically, and seamlessly. Though shielding your hospital from negative change can be a herculean task, their efforts allow the care you provide to remain uninterrupted. Since these leaders rarely seek the spotlight for their crucial contributions, it’s up to you to demonstrate that their actions have not gone unnoticed.

In the spirit of providing patient care even in the most difficult times, we invite you to take a moment to celebrate your supply chain leaders for their often-unrecognized efforts. They support patient safety and make more efficient, seamless care a reality. It’s a privilege to work with them as they set the future of healthcare in motion.


 

About the Cardinal Health Hospital Supply Chain Survey

The survey was fielded January 16-28, 2019, using an online methodology. Samples drawn from SERMO’s online panel of health care providers included 306 total respondents from various health care organizations working in the following roles: “frontline” clinicians, including surgeons, nurses and physicians (n=81); hospital administrators, including hospital management, vice presidents, senior directors, “C-suite” personnel, and equivalent titles (n=75); supply chain decision makers, including vice presidents, supply chain managers, nurse managers, operating room (OR) nurses and purchasing agents (n=75); and procedural department management personnel, including chief medical directors, catheter lab managers and OR/theater managers (n=75). 

All survey data on file at Cardinal Health.

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