Supply Chain Organization Overview: Past, Present and Future Richard Bagley Director Strategic Sourcing Intermountain Healthcare Overview Hospitals SelectHealth • • • • • Based in SLC, UT 34,000 employees $4.5B revenues $5B assets AA+ Standard & Poor’s Aa1 Moody’s Medical Group Clinical Programs • Since 1975 • 22 hospitals (36% of Hospitals) • 2,790 licensed beds • Since 1983 • Health plans (23% of Utah Insurance) • 630,000 members • Since 1994 • 1,100 employed physicians • 150 clinics • Since 1997 • 9 key service lines What does the world look like in Supply Chain? Our Supply Chain is One of the Industry’s Best Notable Recognitions Garter’s 4th Best Supply Chain in Healthcare 2013 AHRMM Innovation Award ECRI Healthcare Supply Chain Achievement Award IntelliCentric’s 5-Rings Award Critical Success Factors • Supply chain became a strategic focus by senior leadership • $3 Million initially investment and 25 new FTEs – skilled & talented • Centralized buyers and reporting relationships of the warehouse • Added couriers, travel services, publishing and central laundry • Earned trust of stakeholders – management & clinicians • Implemented effective strategies • Deliver on commitments - Savings, value, efficiency & more • “Skate to the puck” SCO’s Strategic Imperatives Increase Savings and Value • Deliver $42M in savings • Deliver plan to support CPI + 1 Expand Scope • Optimize efficiency and minimize variation • Risk mitigation plan for supply chain New Forms of Value • Develop capability to deliver post contract value • Rum/Lum Enhance Technology Generate Revenue • Project eLEV8 – Go Live in Q1 2014 • Data Standardization • Cost Neutral in Five Years! 7 Things You Need to Know About the Healthcare Supply Chain Logistics costs in healthcare are more than 10X the costs of the retail industry The most expensive and high risk items often have the least control Personal preference drives many product decisions Healthcare outsources less than most other industries Healthcare industry has the lowest level of trust between buyers and suppliers Supply chain is still in the basement of many hospitals (literally) – even though non-labor expenses are approaching 50% of total costs Data standards, transparency, traceability…oh my! Our Operating Model G o o d s SUPPLIER NETWORK SUPPLY CHAIN PROCESSES Source Category Management & Contract Mgmt S e r v i c e s Buy P2P Logistics Mgmt Deliver CLINICAL CARE NETWORK P A T I E N T S Materials & Inventory Mgmt Supplier Relationship Management Customer Relationship Management Source (Procurement) • Drive value up and cost down on $1.4B in spend • Facilitate governance to select best projects and manage prioritization of work • Facilitate the process to select best supplier(s) and products • Segment and manage suppliers we have sourced • Manage catalog of products/services/equipment • Manage category plans (spend analysis, opportunity assessment and calendar of events) • Manage supplier contracts (820 new agreements in 2013 with 5400+ active agreements) Sourcing Governance Framework Purpose Decision Making Role Tier 1 Procurement Steering Committee Direction Setting Approves Complex Decisions Impacting the Entire Organization Tier 2 Functional Steering Committee (i.e. IS Leadership Team) Functional Oversight Approves Complex Decisions Impacting Function Project Execution Approves Straightforward Decisions Impacting Category Who? Tier 3 Category Council (i.e. Telecom) Strategic Sourcing Methodology Strategic Impact Potential 10 Supplier Segmentation 0 10 Supplier Performance Buy (Purchasing) • Manage the daily transactions to ensure right product/service/software/equipment is at the right price at the right location • Support 22 hospitals and 186 clinics centrally with team of 30 buyers • Buying team is centralized and co-located with Accounts Payable to work together • Process 1.2M PO lines a year • 3 way matching and moving towards perfect order (touchless) Deliver (Logistics) • Ensure employees and clinicians have the products they need, when and where they need them • We do this by utilizing the best practices in warehousing, transportation, automated materials handling equipment, and inventory optimization. • This reduces variation and waste in our supply chain, and improves service to the end-users. Supply Chain Center Overview Opened - October Q3 2012 – LEED Certified 327,000 sq ft – Distribution Center – and much, much more • 151k sq ft Warehouse space (area of three football fields) • 111k sq ft Office and logistics management space • 65k sq ft Ancillary Services space What is the Supply Chain Center? So much more than a self-distribution center! Receiving • • Production Print Center Distribution Cross-docking Bulk Storage Pick/Pack/Ship Courier Services Heavy Fleet Services Equipment Logistics Bulk Storage Asset Recovery Emergency Preparedness Logistics Center Ancillary Services • • Imaging Equipment Services Pharmacy Services • • • • • SCO Leadership & Administration Retail Central Fill Compounding Unit Dose Packaging Inventory Optimization Bulk Buy Support IS Asset Management Service • • • Everything Supply Chain co-located here at the SCC • Design Services Print Fulfillment Solutions, Sourcing, Contracting, Analytics, Systems, Purchasing, Accounts Payable, Logistics plus 12-15 programs Professional and technology-enabled meeting spaces Spaces designed to facilitate collaboration Heath & Wellness Center (for use by all SCO employees) Room for expansion Computer Imaging MFD Deployment Asset Disposition Why is this Significant? Demonstration that Intermountain senior leadership understands the critical importance of supply chain as a key corporate strategy Everything Supply Chain resides at our Supply Chain Center! Supply Chain Center Objectives of Logistics Center Lower Cost Improve Service Reduce Risk Lower Unit Costs Lower Transportation Costs Streamlined Processes Productivity Gains Better Use of Hospital Space New Revenue from Third Parties Enables Product Standardization Enables Sustainability Streamlined Data Exchange Enhanced Responsiveness Improved Fill Rates Value-Added Ancillary Services Supports Standardization Deliver in Right Unit of Measure Single Shipment to Each Location One-Stop-Shop Customer Service Emergency Preparedness Reduce Product Variation Expiration Date Mgmt Improved Traceability Recall Management Enhanced Controls Mitigate Product Shortages Legacy Distribution Model Hospital 1 Med/Surg Mfg. Med/Surg Dist. Pharma Mfg. Pharma Dist. Lab Mfg. Lab Dist. Hospital 3 Film Mfg. Radiology Dist. Hospitals 4 - 23 Dietary Mfg. Dietary Dist. Clinics 1 - 150 Direct Manufacturers Example: Total Joints Hospital 2 Home Health Retail Pharma Central Lab Surgical Center Central Office SCC-Enabled Distribution Model Supply Chain Center Mfg. Direct Logistics Center Med/Surg Mfg. Consolidated Transportation Hospital 1 Hospital 2 Pharma Mfg. Hospital 3 Lab Mfg. Hospitals 4 - 23 Film Mfg. Clinics 1 - 150 Dietary Mfg. Home Health Linen Mfg. Distributors Ancillary Services Retail Pharma Pharmacy Central Lab IT Asset Management Surgical Center Production Print Equipment Services Central Office Supply Chain Center Location….Location ….Location 80 % of Hospital beds within 50 miles radius Longest distance to facility = 300 miles (Dixie Medical Center) The Supply Chain Center is More than a Warehouse It is also an Enabler of other Non-Logistics Benefits Improved employee engagement and collaboration throughout the SCO Consolidation of ancillary services, which leverage logistics platform Value-generating direct relationships with suppliers Improved transparency throughout value chain Technology-enabled data synchronization and exchange Process effectiveness and efficiency Reduced Variation = Quality Improvement = Cost Improvement Enables clinicians to focus more time on clinical care Enables SCO to invest more time on other supply chains • Pharmacy • OR & Cath Lab Environmental stewardship Questions?