When clinical and supply chain teams have competing priorities and don’t communicate effectively, the resulting supply chain challenges can lead to frustration and impact patient outcomes.
This lack of collaboration drives supply costs up and takes time and attention away from patient care. In a recent meeting, VPs of Supply Chain and OR Directors from various hospitals and health systems identified the top barrier keeping them from achieving a clinically-integrated supply chain: working in silos1.
To remove silos in the supply chain, focus on these three areas:
- Reduce product variability: Recognize that product variability is not always due to the clinician, while sometimes introduced by both supply chain professionals and new physicians. Product variation can develop over time and can be caused by industry consolidation, contractual or equipment constraints and clinical practice variation. This variability can be addressed via a well-defined collaboration between the hospital’s value analysis committee and physicians.
- Align priorities and goals: When they compete, priorities and goals can create even deeper silos. To overcome the challenge, up front communications can demonstrate the value of getting all stakeholders on the same page.
- Present relevant data: What’s the key to effectively integrating clinical and supply chain teams? The common denominator is evidence-based data that supports efficient, safe and quality care.
It takes teamwork to achieve a clinically integrated supply chain. The desire among clinicians and supply chain professionals is there, and stronger communication is the first step.
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1Creating a clinically integrated supply chain. Becker’s Hospital Review. March 31, 2019. https://www.beckershospitalreview.com/supply-chain/creating-a-clinically-integrated-supply-chain.html