Step 1 of 7
Collaborative decision making between SC and MDs/ Nursing leaders/ Finance for product purchase, procedures and care pathways. Program based, agile partnership between SC and MDs on clinical & economic evidence, performance metrics and tracking.
Physicians/Clinicians engaged in decision making from the planning stages. Service line focused approach with emphasis on performance metrics on tracking.
Physicians/Clinicians engaged in supply chain decisions near the end of a decision (for a category or contract). Physician/Clinician preferences acknowledged.
Limited/ no connectivity between Supply Chain and physicians/clinicians. Physicians/Clinicians preferences rarely acknowledged for contracts. Main emphasis is on cost of the device/ equipment rather than clinical evidence, supply reliability & forecasting plans.
Creating accountable small group of commercial & clinical leaders to have focused meetings with SC/MD leaders of the IDN to drive mutual value for both the organizations.
Suppliers aligned with providers from some type of risk component.
Suppliers share retrospective data; contracts based on spend alone.
Reactive approach to supply management (e.g., need more inventory because demand planning data is not available). No risk sharing contracts, no tracking of usage performance
Governance structure (including supply chain, Physician/Clinician and Finance leaders) in place to analyze the data and make it actionable for the hospital system. Contract Compliance is actively monitored to drive maximum value for provider. Product decisions are proactive and strategic to drive quality, value and standardization. (Process to monitor compliance for collaborative decisions of purchase).
Strong value analysis program established where clinical evidence is in use in many cases. Physicians are on the committees / are engaged but not completely aligned.
IDN has limited value analysis program led by supply chain. Product decisions are made with limited or no physician engagement. Purchases mainly based on demand.
Process workflows not clearly defined for driving clinical Efficiency. IDN has no or limited value analysis program. Product decisions are made without physician/clinician engagement, based on short term demands only.
Regular cadence of business review meetings with SC and MD leaders to understand IDN priorities and jointly discuss commercial and clinical models. Partners in business model innovation (BMI) to look beyond price and drive meaningful growth & achive contract compliance. Definded processes for clinical and commercial partnerships (e.g. outcomes protection programs/Value based programs), Executive engagement as nedded.
Some risk share arrangements may be in place; alignment with provider and physicians on product decisions and efficiencies (e.g., block schedules).
No/limited risk share agreements. Siloed approach in contraction with the providers for supplies / equipment. Some data available for demand planning from the provider (may be provided by provider or collected based on purchase history).
Limited or no understanding of capital planning and supply forecasting across IDN. No risk sharing/ outcomes protection agreements. Only transactional approach in supplying products as per the provider demands.
Transparent data analysis, use of automation/ AI to drive accountability and compliance. Interoperability between SC and EMR syses for better utilization tracking and forecasting.
SC and EMR platforms connected but may not drive decisions-making or provide actionable insights & foreasting. SUpply usage is available and ties in with quality and outcomers - may rquire interfaces or manial manipulation.
Some visibility to SC via EMR or reporting but not readily available or is manual. Limited interfaces or integrations.
No integration between Supply Chain and EMR systems to assess and predict forecasting of devices/equipment across IDN.
Full data visibility for current device / equipment analysis and future demand planning across IDN. Recommendations to the IDN for adoption of tech to drive growth, efficiency & outcomes.
Fragmented visibility of device/ equipment analysis data for future planning across IDN to drive growth, efficiency and outcomes.
Technology is internal focused but there may be applications to support a more strategic approach (e.g., some quality data) to improve provider efficiency and suggest growth opportunities.
No visibility to device/ equipment analysis data for medium to long term planning across IDN to drive growth and efficiency. No usage of market scan reports for growth opportunity suggestions.
