Healthcare Supply Chain Best Practices Podcast: Recent Episodes
Robert Yokl
A Podcast for healthcare supply chain managers, value analysis professional and anyone who manages a supply budget or cost management initiatives in a healthcare organization today.
Robert T. Yokl, President & Chief Value Strategist will share (with special guests) his over 35 years of healthcare supply chain operation, consulting and training in the latest strategies in Cost Management, Cost Avoidance and Reducing Overall Supply Chain Spend While Dramatically Improving Quality and Customer Satisfaction in the Process.
Welcome to the Healthcare Supply Chain Best Practices Podcast! We have a very special episode today featuring a guest who is a true veteran of the Value Analysis space. Joining us is Stephen Kinsella, President of Data Leverage Group and the innovator behind VAMS (Value Analysis Management Software)—a name many of you know well. Steve and I have been discussing the shifting landscape of our industry for some time, and today, we’re finally sitting down to dive into the 'What’s In and What’s Out' of Healthcare Value Analysis. Based on our work with leaders across the country, we’ve packed this episode with the insights you need to stay ahead of the curve.
In this podcast we are joined by Angelique Beslic who is the Executive Consultant and Principal of Bridge Ventures, LLC, a Supply Chain Leadership and Education Organization. Angelique is also the Sr. Director of Supply Chain for Legacy Health. In her leadership role, her duties include all levels of procurement, contracting, strategic sourcing, clinical value analysis, and decision support. During our podcast, we delve into topics like clinical value analysis, a clinically integrated supply chain, integrating CVA into systems and daily decision making, trust between clinicians and Supply Chain, the cost vs. outcomes myth, clinical and operational service line governance (COSL), and much more!
Hospitals today typically contain hundreds of storage rooms and thousands of supply bins across multiple, geographically dispersed facilities in their health system. This translates to hundreds of thousands of paper labels that need to be manually updated and printed by already overburdened staff whenever there’s a change in item status, description, supplier, etc. One major impact of such antiquated methods of supply chain management is that it’s impossible for the item’s information to be updated in real time due to being dependent on deployable staff to travel to these sites to make the changes. Any updates on sensitive data such as back orders, recalls, or discontinued items (and indication of available substitutes) can’t possibly be handled in a timely manner with paper labels. As a result, there’s a much greater risk of not having on-hand the items that are needed for patient care. Electronic shelf label (ESL) solutions are a game-changer because they provide real-time item status and alerts, remote updates at the push of a button, and automated reordering. ESLs save time for both supply chain and clinical staff that would otherwise be spent on manual and low-value-added inventory tasks. They ensure item availability and safety (not recalled, not expired) and free up clinical staff to dedicate more attention and time to patients. Advanced ESL systems also have built-in replenishment signals to ensure that par levels are accurate and stockouts are prevented. They also allow for voice commands to guide the staff to needed items in crowded supply rooms in seconds using blinking LED lights on the ESL.
Recall management is a challenging area for healthcare organizations throughout the country as there is no set methodology, workflows, standardized tools, or training. Healthcare organizations are now developing their own recall management processes, workflows, and problem-solving tools. Luckily, a group of large health systems have gotten together to form the Recall Management Interest Group (RMIG) to help solve all the issues surrounding recall management and create best practices. This round table interview discussion today is with three Healthcare System Recall Management Leaders who are taking this challenging area to task and solving the challenges that have turned RMIG into a major positive force for advancing recall management in our industry.
Click here to read the full article.
How do you know when to start, stop, or continue with a value analysis review? There should be valid reasons why you are going to perform a value analysis review, why you may stop it midstream, or why it must continue out to a final resolution. These are valid issues that VA/supply chain team members deal with every day. Today I am talking about the “Start, Stop, Continue” conundrum. If you get this dynamic right, you will do big things and get great results for your health system. If you get it wrong, you have just wasted a bunch of time with little or no results to show for it. The strategy here is to get it right more than you get it wrong.
Supply chain and value analysis seem like an endless world of projects, initiatives, conversions, problems, recalls, and new product request evaluations that just go on and on. Once you think you have everything taken care of, other problems or initiatives show up. One thing is for sure, there also comes a lot of uncertainty with all these initiatives, projects, and new product requests. You need to know with confidence how you are going to handle these situations strategically to meet your goals and objectives.
Pricing is tight. Sometimes we can find a few big savings opportunities but many times we are guarding against price increases in these inflationary times. Senior leadership is always looking to find new ways to reduce costs without having to face things like major layoffs or hiring freezes. Clinical supply utilization management (CSUM) is still a new element that has not yet been embraced by most health systems’ value analysis programs, but they should be considering it as a new way to save big beyond price.
In this special podcast we spoke with Jonathan Jarashow, CEO of OmniChannel Health, and discussed the unique needs and challenges of the healthcare supply chain. Jonathan and I delved into issues related to pricing, backorders, shortages, and how strategic value analysis and companies like OmniChannel Health can help to alleviate these challenges.
In this special podcast we interviewed hospital supply chain experts from Vuemed, the leading solutions firm in inventory management. Chris Anderson, Director of Technical Program Management, and Katherine McAlister, Customer Support Operations Manager, delve into the UDI system in the medical device supply chain and clinical management.
Everyone knows that value analysis is a big money saver from the standpoint of cost avoidance with new product requests as well as picking the right products from contract conversions. Not to mention, managing the supply resilience and recall issues that occur oh so often which hospitals cannot afford to throw major dollars at anymore. Value analysis allows you to manage all these issues and keep costs in check, but is that all value analysis can do? The answer to that question is no, value analysis can do so much more.
Let’s face it, inflation, clinical labor shortages, and market conditions are doing a number on our health systems’ bottom lines and forcing organizations to find new and better ways to eke out costs while maintaining quality and outcomes. This is easier said than done. Group purchasing organizations and your own custom contracting are readjusting to the new normal, but inflation has taken away the majority of what I call “home run savings opportunities” that we once had. There are still some singles and doubles with savings that can add up, but they just aren’t what they used to be, nor can they alleviate the hit our health systems’ bottoms lines are taking. None of this is new to anyone in the healthcare industry, we all know what the market conditions are. The big question is, where are we going to get the next major level of savings to start hitting doubles, triples, and even home runs again in the savings department?
A new year will no doubt challenge many in our supply chain industry to up our game to new levels that we never thought possible. Let’s face it, there is a heck of a lot of change going on and higher demands from our Chief Financial Officers to optimize costs to mitigate the budgetary shortfalls that all health systems are seeing. All this on top of the new product requests, contract conversions, recall facilitation, and managing teams and projects. This year could be a daunting year if you don’t have some form of strategic plan with clear-cut goals and objectives.
Timing is everything and it does apply to the cost/value/quality world in our healthcare supply chain. In a perfect world, you would want to take the time and have your value analysis teams review all of their major product and/or service category spends and wring the towel dry on savings. But given that the average hospital purchases anywhere from 5K to 25K line items (major systems can be 25K to 85K in SKUs) with over 2,000 contracted categories, there just isn’t enough time in our teams’ agendas to undertake this. This is a tough challenge that you need to be prepared for.
Cost optimization is the art and science of saving money for our healthcare organizations and, at one time, used to be fairly easy by just implementing that right group purchasing contract and garnering the savings that the contract would bring at the best tier level. This has dramatically changed in the past few years with the record inflation and market conditions all but eliminating the big savings we once got from our group purchasing organizations. So where do we go from here? No matter where you take your organization in the next level of cost optimization, you will need to incorporate the following dynamics into this next level of savings.
What is the point of signing a new or renewal contract with the goal of saving money if the savings do not materialize as planned? That’s what savings validation is all about. In fact, here are four ways to leverage savings validation for maximum results.
This podcast was a conversation with Rob Corley, Chief Growth Officer, from Impensa Advisors. Rob has previously been a VP of Supply Chain Services and Analytics for major GPOs and has a vast wealth of savings knowledge and experience in advanced non-salary (supplies & services) expenses. Our goal was to share with you the true potential of looking beyond contract price and thinking outside the box but with your existing data sets in order to save as much as 7% to 15% of your total non-salary budget. We packed a lot of great information and even some benchmarks into this podcast. We hope you enjoy this episode!
Everyone has a degree of experience in cost management, personal and business-wise, which we bring to the table in our value analysis meetings. There is also common sense that can guide us as well, but these experiences and common sense can only get us so far in the savings game. We need to have solid mindsets, knowledge-based tools, and some clever methods in order to find the next level of major savings led by value analysis. Here are the top four elements that will help you save big with your health system’s value analysis program.
We are in tough budgetary times right now with regards to expense reduction at just about every health system in the country. Increased labor costs, supply chain issues, pricing increases, and inflation are really hurting our health systems’ bottom lines. As a value analysis professional, you may ask, how do we make a big splash in the savings bucket when a good amount of our efforts are related to new products, product problems, contract conversions, and recalls? The answer is, retrospective value analysis reviews (RVAR).
With Suzanne Smith, Solutions Advisor, Lumere—a GHX Company, and Kerry Lepage, Clinical Nurse Leader and Director of Surgical Services at Maine Health. Suzanne and Kerry discuss how they got into healthcare supply chain and value analysis, successful strategic sourcing initiatives, the key stakeholders in value analysis, and how to gain buy-in for successful change.
We continue to see value analysis professionals working through a value analysis committee structure on new and renewal GPO contracts, new product requests, recalls, etc., even if they call them value analysis teams. Let me remind you that there is a big difference. To this end, here are three tips about value analysis committees vs. teams you can’t afford to miss:
I recently had a sales call with a hospital Director who was interested in starting a Clinical Supply Utilization Management (CSUM) program at his hospital. His reasons were that they had been doing as much as possible with GPO/contract price and standardization but that they were doing nothing about clinical supply utilization. Being new to the CSUM space, he thought that he could start small and benchmark something like the top 10-20 categories and go from there and asked if that was realistic. My answer was that I wish it was, but it wasn’t.
As we begin a new year, it is good to take a step back and take a good look in the mirror at your value analysis and cost management programs. These are especially important right now in these tough economic times where your Chief Financial Officer is looking for every dollar of revenue and savings they can muster. Plus, it is just a good time to improve the things that need to be improved and make your value analysis program more efficient, time savvy, and get better results than you have in the past.
Too often when a product, service, or technology is purchased, it is considered a completed transaction by your contract managers once they have obtained the best price, and then it is quickly forgotten. You might not realize it, but this is the #1 reason why you would have higher per patient day supply costs than your competition. Remember, price is the smallest element of your lifecycle cost equation. To this end, your optimal lifecycle cost drivers reside in the following six things that happen when the products, services, and technologies you are buying are put into the hands of your customers:
Everyone is back in saving money mode in a big way, but many of the streams of savings have fallen off or fizzled out altogether. That does not mean that there are not major savings still left in the healthcare supply chain, because there are. Most healthcare supply chain pundits and afficionados agree that the next big wave of healthcare supply chain savings is about to happen. This is right at your fingertips, but in order to gain this next level of savings you have to position your organization for the big wins.
I don’t think I need to tell you that the effects of the double whammy of the pandemic and inflation (8.5% as I write this article) is eating into your healthcare organization’s margins. That’s why the need for big supply chain savings couldn’t be greater as your healthcare organization’s volumes drop, supply costs soar, and increased agency nurses and temporary personnel usages are incurred to meet the demand of patient care. To assist you with this challenge, here are five strategies for big healthcare supply chain savings in the current inflationary environment:
Price is a very simple element of the healthcare supply chain procurement process. You order the product at that price and get the total spend for that line-item product. This is the total spend that we see every day from the vendors and manufacturers that we purchase from. Now envision this same scenario happening to thousands or even tens of thousands of products on an ongoing basis at your health system. Standard operating procedure, right? That is a lot of prices to look after and, yes, a heck of a lot of spend to track after as well. There is a synergy to these that add up to the total spend cost at your organization. No surprises here, yet. None of this is surprising anyone in the healthcare supply chain world, but the true “total cost” really involves keeping the organization’s quantity used to the lowest possible level while maintaining the best price. There are many ways that price can get out of line, but we also need to track utilization cost, which goes beyond total cost and uses a patient volume centric metric to measure it. So, tracking Cost Per Adjusted Patient Day to the Supply Category Cost or Cost Per Cath Lab Case Per the Cath Lab Category is a quality measuring tool. So, why aren’t we employing this further?
Now that the value analysis community has embraced value analysis software (VAS) as a best practice, more hospitals, systems, and IDNs are acquiring this easy to master technology. However, for those value analysis practitioners contemplating purchasing value analysis software in the future, here are some of the top mistakes to avoid that can be costly when deciding on your own VA software:
I don’t need to remind you that the cost of just about everything you buy is increasing due to supply chain shortages, higher labor cost, and surging energy prices, which all contribute to the high inflation rate we are now experiencing. In fact, many economists believe this situation can get worse in the coming months! Is there anything you can do about it? Our position is that there are three strategies for dealing with our healthcare organization’s rising supply chain costs that we would like to share with you:
There are many different iterations that value analysis has morphed, evolved, and emerged into leading up to 2022. Value analysis is predominantly applied to products, services, and technologies in the healthcare supply chain. The primary focus of value analysis practitioners is working with hospital and/or system-based value analysis teams that are assigned categories of products and services to review. The main goal is to validate the efficacy of these products and services but also to assist with the selection of the right product used in the clinical environment. Lastly, healthcare value analysis should be a catch point for savings and quality improvements while performing various reviews, studies, and evaluations on an ongoing basis.
We are often asked how a healthcare supply chain organization can get better than just good. Our answer is always to employ KPIs (or key performance indicators) to quantify and measure your supply chain performance over time. This way your employees and teams have goals to shoot for, milestones to meet, and insights into your operations.
Value analysis software is here to stay in the healthcare supply chain and there are good reasons why. Those who employ value analysis software at their hospital, system, or IDN know that it easily consolidates all of their information in one platform. This aids in vetting new product, service, and technology requests and can provide important resources for evidenced-based decisions. Slowly and surely, the days of value analysis professionals toiling with multitudes of Word documents and spreadsheets that create even more work can be behind you if you embrace and deploy one of the versions of value analysis software on the market today.
We recently conducted a webinar for our value analysis/supply chain community on the benefits of integrating supply utilization management (SUM) into their value analysis program because we believe there is nowhere else to go to achieve double-digit supply chain expense savings. Here are some highlights from this webinar.
Over the last 76 years value analysis has evolved from a purely manufacturing technique to a universally applied strategy to save money and improve quality in all industries worldwide and has saved billions of dollars for organizations who champion its use. VA is now evolving in healthcare since our new cost and quality challenges require new ways of doing business. In short, our old VA methods need to be updated or they won’t get us where we want to go over the next few years.
With the new term “Clinical Integration in Supply Chain” that has been embraced by many health systems throughout the country, there seems to be a little confusion regarding the actionable steps with this next level modality. You could easily say that you need more physician involvement in value analysis teams or need to add more clinicians to the teams as well. Most value analysis teams are already made up of key clinicians, including some doctors. What exactly are you going to accomplish with just adding these titles to your teams?
We are all in a new world of mitigation, PPE, social distancing, etc., that has been a laser focus for over two years now. The goal was to stop the coronavirus pandemic from spreading and prevent the overwhelming of our healthcare systems. Now that we see a light at the end of the tunnel, we need to start thinking about refocusing our hospital supply chain efforts on cost optimization to ease the budget pressures of our healthcare organizations.
The number one strategy for saving money in the healthcare supply chain is by saving on price. When you look at contracting and strategic sourcing, it’s all about price. Standardization is a function of consolidating volume towards a common vendor(s) to attain a better tier or negotiate a better price. When an organization changes their group purchasing organization to another or joins a regional cooperative, it is to get a better price. Let’s face it, the healthcare supply chain has always been heavily leveraged towards saving with price. Price is King, but is this the only savings opportunity we have?
As hospitals, systems, and IDNs see fewer savings results from their GPO/local new and renewal contracts, more and more healthcare organizations are preparing to launch their own Supply Utilization Management (SUM) Program to make up for these shortfalls. To this end, here are five tips on establishing your own Supply Utilization Management Program that might make this transition to new and better savings even easier:
Hospitals & health systems have achieved huge savings gains from group purchasing and internal supply chain contracting/sourcing over the past 10-15 years. There is no doubt that the healthcare supply chain contracting and strategic sourcing programs have reached a high level of maturity. A byproduct of this high level of maturity, unfortunately, is less price savings opportunities on the table than there used to be in all the major and minor supply categories. Add to this fact that we now have the fallout of 2020 with all the revenue, PPE, and other product sourcing challenges that are still ongoing today.
Though this news may sound bleak, it only means that supply chain needs to add new avenues of savings that have not been tapped into in the past. This podcast is going to take you down this path to Savings Beyond Price and give you a vision, strategy, and tools to find as much as 7% to 15% in additional savings from your supply budget.
Gain A New Perspective of Why “Savings Beyond Price” is the Future of Supply Chain Expense Savings
Set a Path for Finding and Driving Out All Hidden Costs That Are Ready for You to Act On
Find Out How You Can Enhance Your Value Analysis, Standardization, and Strategic Sourcing with New Savings Beyond Price Strategies, Tools, and Techniques
Over the last few decades, GPOs have been the driving force on price and standardization savings for healthcare organizations. However, as Isaac Newton’s third law states, “With every action there is a reaction.” The reaction or result of taking your GPO’s price and standardization at face value is that you are missing three things you must know about savings to make them stick
Every supply chain professional is looking for that magic bullet to squeeze a few more dollars out of their supply chain expenses this fiscal year. However, let me tell you a secret I have learned in my long supply chain career about saving money. There are no magic bullets; just proven strategies, tactics, and techniques that strengthen your supply expense management efforts. Here are five that we recommend for you to employ for this purpose.
I was just made aware by my staff last week that they are now seeing annualized price savings for even the most contract compliant hospitals, systems, and IDNs that have shrunk to 1% to 2% from 2% to 4% of overall budget over the last decade. This is a startling change in supply chain economics that I would credit to the positive impact of national and regional GPO contracts over the last ten years. However, these price reductions (1% to 2% annually) aren’t nearly robust enough to move the needle on supply expenses in today’s unstable healthcare economy. That’s why it is mission critical for healthcare organizations to formalize, operationalize, and institutionalize (see explanation video) their supply utilization programs (SUM) to close their price gap. To sell this concept to your senior management, here are four reasons why supply utilization savings are better than price savings in our ever-changing healthcare marketplace:
I was just made aware by my staff last week that they are now seeing annualized price savings for even the most contract compliant hospitals, systems, and IDNs that have shrunk to 1% to 2% from 2% to 4% of overall budget over the last decade. This is a startling change in supply chain economics that I would credit to the positive impact of national and regional GPO contracts over the last ten years. However, these price reductions (1% to 2% annually) aren’t nearly robust enough to move the needle on supply expenses in today’s unstable healthcare economy. That’s why it is mission critical for healthcare organizations to formalize, operationalize, and institutionalize (see explanation video) their supply utilization programs (SUM) to close their price gap. To sell this concept to your senior management, here are four reasons why supply utilization savings are better than price savings in our ever-changing healthcare marketplace:
In any industry there is terminology that is slow to be adopted but then becomes mainstream and functional. One of these mainstream terms that we use in healthcare today is supply chain management, which was created in concept in 1961 but not fully adopted by the healthcare industry until the late 1990s. Another one is healthcare value analysis which was created back in the late 1940s after World War II but did not transcend into the healthcare supply chain world until the 1970s and is not fully adopted as of yet.
In any industry there is terminology that is slow to be adopted but then becomes mainstream and functional. One of these mainstream terms that we use in healthcare today is supply chain management, which was created in concept in 1961 but not fully adopted by the healthcare industry until the late 1990s. Another one is healthcare value analysis which was created back in the late 1940s after World War II but did not transcend into the healthcare supply chain world until the 1970s and is not fully adopted as of yet.
Since hospitals have been asked to temporarily shut down primary revenue sources of their operations, such as major elective surgeries, they will need to reduce costs to the lowest possible levels while regaining their bottom lines. Here are just a few ways that I would recommend this be accomplished:
Since hospitals have been asked to temporarily shut down primary revenue sources of their operations, such as major elective surgeries, they will need to reduce costs to the lowest possible levels while regaining their bottom lines. Here are just a few ways that I would recommend this be accomplished:
“The pace of decline of profitability margins is slower than it has been in past years, but they are still down. Median operating margins reached 1.7% in 2018, down from 1.8% in 2017. A more sustainable operating margin would be around 2.5%,” said Christopher Kerns, executive director at the Advisory Board. That’s why it is mission critical for supply chain professionals to dramatically lower their supply chain expenses to boost their hospital, system, or IDN’s margins. There are few other options left for healthcare organizations to do so. With this said, here are three keys to dramatically lower your supply chain expenses in 2020 beyond just price and standardization:
“The pace of decline of profitability margins is slower than it has been in past years, but they are still down. Median operating margins reached 1.7% in 2018, down from 1.8% in 2017. A more sustainable operating margin would be around 2.5%,” said Christopher Kerns, executive director at the Advisory Board. That’s why it is mission critical for supply chain professionals to dramatically lower their supply chain expenses to boost their hospital, system, or IDN’s margins. There are few other options left for healthcare organizations to do so. With this said, here are three keys to dramatically lower your supply chain expenses in 2020 beyond just price and standardization:
The dynamics of value analysis in healthcare have radically changed for the better in the last 20 years. We have watched as healthcare organizations moved from “sole practitioners” managing this VA function to vice presidents (in some healthcare organizations) determining the relative worth of the products, services, and technologies they are buying. Yet, with few exceptions, hospitals, systems, and IDNs have not reached the “Superior Performance Stage” of evolution in this supply chain discipline.
The dynamics of value analysis in healthcare have radically changed for the better in the last 20 years. We have watched as healthcare organizations moved from “sole practitioners” managing this VA function to vice presidents (in some healthcare organizations) determining the relative worth of the products, services, and technologies they are buying. Yet, with few exceptions, hospitals, systems, and IDNs have not reached the “Superior Performance Stage” of evolution in this supply chain discipline.
Imagine a bucket filled with a dozen holes. Now, imagine trying to keep that bucket full of water by adding more water to the bucket. Guess what. The holes continue to leak water, creating a vicious cycle that can go on forever. Now, change the word “water” in this sentence to “savings” and you can see how your healthcare organization could be losing millions of dollars annually in wasteful and inefficient consumption, misuse, misapplication, and value mismatches in your supply streams*. To stop this vicious cycle, here are three ways to plug your leaky savings bucket so you don’t lose any saving in the future
Imagine a bucket filled with a dozen holes. Now, imagine trying to keep that bucket full of water by adding more water to the bucket. Guess what. The holes continue to leak water, creating a vicious cycle that can go on forever. Now, change the word “water” in this sentence to “savings” and you can see how your healthcare organization could be losing millions of dollars annually in wasteful and inefficient consumption, misuse, misapplication, and value mismatches in your supply streams*. To stop this vicious cycle, here are three ways to plug your leaky savings bucket so you don’t lose any saving in the future
During a recent conversation that Robert W. Yokl (SVAH’s VP, Supply Chain & VA) had with a system supply chain executive. This thought-provoking discussion he had with the system supply chain executive was about how he was targeting supply utilization in a new savings initiatives to achieve his organization’s savings goals beyond price strategies.
Clearly, he knew what we know and that is that supply utilization management is the next new savings strategy that will take us to new levels of savings beyond price in the healthcare supply chain. But why don’t more healthcare supply chain leaders adopt supply utilization savings as the next big savings opportunity and start building or buying systems to help them achieve this next level of savings? Is it because they don’t believe the savings are there or realizable?
Check out the FREE Bonus included with this podcast!
During a recent conversation that Robert W. Yokl (SVAH’s VP, Supply Chain & VA) had with a system supply chain executive. This thought-provoking discussion he had with the system supply chain executive was about how he was targeting supply utilization in a new savings initiatives to achieve his organization’s savings goals beyond price strategies.
Clearly, he knew what we know and that is that supply utilization management is the next new savings strategy that will take us to new levels of savings beyond price in the healthcare supply chain. But why don’t more healthcare supply chain leaders adopt supply utilization savings as the next big savings opportunity and start building or buying systems to help them achieve this next level of savings? Is it because they don’t believe the savings are there or realizable?
Check out the FREE Bonus included with this podcast!
We are excited today to have Kate Vitasek as our guest today who is a faculty of Graduate and Executive Education at the University of Tennessee’s Haslam College of Business Administration. She is the author of six books on the topic we are going to talk about today…Vested® Outsourcing. She has been featured on Bloomberg, CNN International, NPR, and Fox Business News. In addition, her insights have been widely published – including an article in this month’s Harvard Business Review.
Find out more about Vested Outsourcing here:
Vested Outsourcing
Linkedin Profile for Kate Vitasek
Twitter – Vested Way
We are excited today to have Kate Vitasek as our guest today who is a faculty of Graduate and Executive Education at the University of Tennessee’s Haslam College of Business Administration. She is the author of six books on the topic we are going to talk about today…Vested® Outsourcing. She has been featured on Bloomberg, CNN International, NPR, and Fox Business News. In addition, her insights have been widely published – including an article in this month’s Harvard Business Review.
Find out more about Vested Outsourcing here:
Vested Outsourcing
Linkedin Profile for Kate Vitasek
Twitter – Vested Way
For many in the healthcare supply chain, this this catch phrase (“providing the right product, at the right time at the right place”) has been the cornerstone of the supply chain’s best practices for over 50 years. Yet, we fail to ask these important questions: What happens after the product is in our customers hands? What happens after the contract has been implemented/converted and/or value analysis has chosen the best valued product? We know that the right price is in our ERP/Purchasing Systems, but do we know if the projected savings hit our bottom line? In order to get a better grasp on this vital concept, savings validation needs to occur because the costs ramifications of losing savings cannot be left flapping out in the wind any longer. Here is additional rational for doing so:
For many in the healthcare supply chain, this this catch phrase (“providing the right product, at the right time at the right place”) has been the cornerstone of the supply chain’s best practices for over 50 years. Yet, we fail to ask these important questions: What happens after the product is in our customers hands? What happens after the contract has been implemented/converted and/or value analysis has chosen the best valued product? We know that the right price is in our ERP/Purchasing Systems, but do we know if the projected savings hit our bottom line? In order to get a better grasp on this vital concept, savings validation needs to occur because the costs ramifications of losing savings cannot be left flapping out in the wind any longer. Here is additional rational for doing so:
My son, Robert W. Yokl, VP of SVAH Solutions, sent me an article the other day from BBC Sports about the Mercedes Formula 1 racing team, who won six consecutive championships, on their “relentless pursuit of excellence”. More specifically, how Toto Wolff, head of Mercedes’s motorsport program, never stops pushing for even higher performance from his award-winning team. Here’s four tips from Wolff that you too can use in your own pursuit of supply chain excellence
My son, Robert W. Yokl, VP of SVAH Solutions, sent me an article the other day from BBC Sports about the Mercedes Formula 1 racing team, who won six consecutive championships, on their “relentless pursuit of excellence”. More specifically, how Toto Wolff, head of Mercedes’s motorsport program, never stops pushing for even higher performance from his award-winning team. Here’s four tips from Wolff that you too can use in your own pursuit of supply chain excellence
My son, Robert W. Yokl, VP of SVAH Solutions, sent me an article the other day from BBC Sports about the Mercedes Formula 1 racing team, who won six consecutive championships, on their “relentless pursuit of excellence”. More specifically, how Toto Wolff, head of Mercedes’s motorsport program, never stops pushing for even higher performance from his award-winning team. Here’s four tips from Wolff that you too can use in your own pursuit of supply chain excellence
The old supply chain adage of getting the right product at the right price to the right customer at the right time has always been a our goal. But what happens after the product is in the hands of the customer, the vendor contract is converted and/or the value analysis study is implemented? We know the pricing is right in our ERP/Purchasing Systems but does the dollars hit our bottom lines as we indend them to? Savings validation is a system to take away the “we believe we are going to saving based on our estimates from the previous year” and replacing it with, here is exactly how much we saved (or not saved) on all of our initiatives.
The old supply chain adage of getting the right product at the right price to the right customer at the right time has always been a our goal. But what happens after the product is in the hands of the customer, the vendor contract is converted and/or the value analysis study is implemented? We know the pricing is right in our ERP/Purchasing Systems but does the dollars hit our bottom lines as we indend them to? Savings validation is a system to take away the “we believe we are going to saving based on our estimates from the previous year” and replacing it with, here is exactly how much we saved (or not saved) on all of our initiatives.
Value analysis is a systematic process that does not have any software tied to it in any way. You may hear companies call their software Value Analysis Software but it is only software for tracking the project workflow of your various value analysis studies. As one client said to me who had a software in place, “It doesn’t do any value analysis at all.” What we are talking about is the next generation of reporting that is geared towards giving you the tools to make your value analysis job easier, better and quicker while giving you better for decision making – before, during and after the studies have been completed.
Value analysis is a systematic process that does not have any software tied to it in any way. You may hear companies call their software Value Analysis Software but it is only software for tracking the project workflow of your various value analysis studies. As one client said to me who had a software in place, “It doesn’t do any value analysis at all.” What we are talking about is the next generation of reporting that is geared towards giving you the tools to make your value analysis job easier, better and quicker while giving you better for decision making – before, during and after the studies have been completed.
After reading an article by David Shannon and Chuck Miller of Bain & Company about “Closed-Loop Savings Verification” processes (CLSV) in other industries, I discovered that this industry best practice also mirrored what is happening in healthcare. More and more, hospitals, systems and IDN’s CFOs are requiring their supply chain professionals to verify their projected savings on every savings initiative.
In my opinion, this is because too often savings are reported by supply chain management to CFOs that never hits their healthcare organization’s bottom line. To avoid this from happening at your healthcare organization, here are three powerful tactics to ensure your healthcare organization has a foolproof “Closed-Loop Savings Verification” process that works
After reading an article by David Shannon and Chuck Miller of Bain & Company about “Closed-Loop Savings Verification” processes (CLSV) in other industries, I discovered that this industry best practice also mirrored what is happening in healthcare. More and more, hospitals, systems and IDN’s CFOs are requiring their supply chain professionals to verify their projected savings on every savings initiative.
In my opinion, this is because too often savings are reported by supply chain management to CFOs that never hits their healthcare organization’s bottom line. To avoid this from happening at your healthcare organization, here are three powerful tactics to ensure your healthcare organization has a foolproof “Closed-Loop Savings Verification” process that works
Benchmarking is nothing new to the healthcare supply chain and clearly you are thinking right now that, “We Benchmark at Our Hospital/System!” So, you know the value of benchmarking from one level or another, but do we apply this to our supply chain and value analysis initiatives as much as we could? The answer to that question is a big no! Why is this? First and foremost, nobody wants to be compared to another organization and even worse, be told that you are weak or not up to snuff in an area that you should be or perhaps you feel you are. Yes, you have a choice, choose to ignore the benchmark or try to ask, why is this, why are we running high and what can we do to be the “Best Benchmark” instead of the lower comparative?
Benchmarking is nothing new to the healthcare supply chain and clearly you are thinking right now that, “We Benchmark at Our Hospital/System!” So, you know the value of benchmarking from one level or another, but do we apply this to our supply chain and value analysis initiatives as much as we could? The answer to that question is a big no! Why is this? First and foremost, nobody wants to be compared to another organization and even worse, be told that you are weak or not up to snuff in an area that you should be or perhaps you feel you are. Yes, you have a choice, choose to ignore the benchmark or try to ask, why is this, why are we running high and what can we do to be the “Best Benchmark” instead of the lower comparative?
Healthcare Value analysis training appears to be at the bottom of most VA practitioners to do list, yet it is an imperative that you and your VA teams have basic, advanced and then masterclass value analysis training. Not one-time training, but training on an on-going basis. One hospital we worked with that has annual VA training for their VA team leaders and VA team members. This is the only way to ensure that your VA training sticks. If this isn’t your practice too, here are 4 reasons why you must do so before your Hospital VA teams lose their edge
Healthcare Value analysis training appears to be at the bottom of most VA practitioners to do list, yet it is an imperative that you and your VA teams have basic, advanced and then masterclass value analysis training. Not one-time training, but training on an on-going basis. One hospital we worked with that has annual VA training for their VA team leaders and VA team members. This is the only way to ensure that your VA training sticks. If this isn’t your practice too, here are 4 reasons why you must do so before your Hospital VA teams lose their edge
Healthcare Value analysis training appears to be at the bottom of most VA practitioners to do list, yet it is an imperative that you and your VA teams have basic, advanced and then masterclass value analysis training. Not one-time training, but training on an on-going basis. One hospital we worked with that has annual VA training for their VA team leaders and VA team members. This is the only way to ensure that your VA training sticks. If this isn’t your practice too, here are 4 reasons why you must do so before your Hospital VA teams lose their edge
Just like the value analysis revolution that we experienced in the early 2000’s to the present we are now seeing that supply utilization management (SUM) is becoming a major buzzword in the healthcare supply chain.
Just like the value analysis revolution that we experienced in the early 2000’s to the present we are now seeing that supply utilization management (SUM) is becoming a major buzzword in the healthcare supply chain.
If you are a frequent reader of our blog, you would know that we are very high on hospital supply chain benchmarking because it will make your supply chain operation better than just good. Yet, for those who still doubt the benefits of healthcare supply benchmarking here are four things you need to know to change this mindset
If you are a frequent reader of our blog, you would know that we are very high on hospital supply chain benchmarking because it will make your supply chain operation better than just good. Yet, for those who still doubt the benefits of healthcare supply benchmarking here are four things you need to know to change this mindset
If you are a frequent reader of our blog, you would know that we are very high on hospital supply chain benchmarking because it will make your supply chain operation better than just good. Yet, for those who still doubt the benefits of healthcare supply benchmarking here are four things you need to know to change this mindset
Every healthcare supply chain organization we know of has either a monthly, quarterly and annual savings reports that they prepare for their senior healthcare management. Most are prepared on spreadsheets that limit the accuracy, comprehension and integrity of these reports. Consequently, here are three big pitfalls we see that you need to avoid if you want your savings reports to reflect your real short and long-term savings accurately.
Plus we highlight two of the biggest savings areas in the healthcare supply chain that you should be aware of in our Q & A Section
Every healthcare supply chain organization we know of has either a monthly, quarterly and annual savings reports that they prepare for their senior healthcare management. Most are prepared on spreadsheets that limit the accuracy, comprehension and integrity of these reports. Consequently, here are three big pitfalls we see that you need to avoid if you want your savings reports to reflect your real short and long-term savings accurately.
Plus we highlight two of the biggest savings areas in the healthcare supply chain that you should be aware of in our Q & A Section
In this podcast we will outline the major reasons why you need to have a VA Strategic Plan in the first place. Plus we will outline the 5 most important Elements to a Successful Value Analysis Strategic Plan. Finally we will highlight the top benefits that you and your organization will reap by having a Value Analysis Strategic Plan in place now and for the future!
In this podcast we will outline the major reasons why you need to have a VA Strategic Plan in the first place. Plus we will outline the 5 most important Elements to a Successful Value Analysis Strategic Plan. Finally we will highlight the top benefits that you and your organization will reap by having a Value Analysis Strategic Plan in place now and for the future!
There seems to be reluctance to automate a hospital, system or IDN’s value analysis program’s tasks or activities at too many healthcare organizations, even though it could be a big productivity booster for their value analysis program. Here are five reasons to consider doing so in this fiscal year:
There seems to be reluctance to automate a hospital, system or IDN’s value analysis program’s tasks or activities at too many healthcare organizations, even though it could be a big productivity booster for their value analysis program. Here are five reasons to consider doing so in this fiscal year:
There seems to be reluctance to automate a hospital, system or IDN’s value analysis program’s tasks or activities at too many healthcare organizations, even though it could be a big productivity booster for their value analysis program. Here are five reasons to consider doing so in this fiscal year:
We at SVAH Solutions have been working with clients for 31-years to rein in their purchase services costs, so we have learned a few things (specifically five things) that we would like to share with you to help you save even more money than you are saving now. Here they are:
We at SVAH Solutions have been working with clients for 31-years to rein in their purchase services costs, so we have learned a few things (specifically five things) that we would like to share with you to help you save even more money than you are saving now. Here they are:
We at SVAH Solutions have been working with clients for 31-years to rein in their purchase services costs, so we have learned a few things (specifically five things) that we would like to share with you to help you save even more money than you are saving now. Here they are:
Of all the challenges that value analysis practitioners are facing, the lack of time to perform value analysis appears to be on top of their list. With this said, here are five ways how to create more time to perform value analysis at your healthcare organization
Of all the challenges that value analysis practitioners are facing, the lack of time to perform value analysis appears to be on top of their list. With this said, here are five ways how to create more time to perform value analysis at your healthcare organization
Of all the challenges that value analysis practitioners are facing, the lack of time to perform value analysis appears to be on top of their list. With this said, here are five ways how to create more time to perform value analysis at your healthcare organization
We all know how many arguments we have lost in the past on our savings proposals and how frustrating it can be when that happens. We also know that we are on the right side of the argument, but we can’t understand why our customers can’t see what is obvious to us. How can we turn this situation around so that we win more arguments than we lose?
We all know how many arguments we have lost in the past on our savings proposals and how frustrating it can be when that happens. We also know that we are on the right side of the argument, but we can’t understand why our customers can’t see what is obvious to us. How can we turn this situation around so that we win more arguments than we lose?
I would like you to look around your healthcare organization and ask yourself “Who’s in charge of your purchase services?” I can assure you, if you are honest with yourself, the answer is – nobody!
The reason for this circumstance is that this function, at most healthcare organizations, has been outsourced to your department heads and managers with disastrous results. We have seen department heads sign purchase service multi-year contracts that have cost their healthcare organization hundreds of thousands of dollars a year, due to benign neglect.
I would like you to look around your healthcare organization and ask yourself “Who’s in charge of your purchase services?” I can assure you, if you are honest with yourself, the answer is – nobody!
The reason for this circumstance is that this function, at most healthcare organizations, has been outsourced to your department heads and managers with disastrous results. We have seen department heads sign purchase service multi-year contracts that have cost their healthcare organization hundreds of thousands of dollars a year, due to benign neglect.
I would like you to look around your healthcare organization and ask yourself “Who’s in charge of your purchase services?” I can assure you, if you are honest with yourself, the answer is – nobody!
The reason for this circumstance is that this function, at most healthcare organizations, has been outsourced to your department heads and managers with disastrous results. We have seen department heads sign purchase service multi-year contracts that have cost their healthcare organization hundreds of thousands of dollars a year, due to benign neglect.
Most healthcare organizations, in some shape or form, are employing value analysis analytics to uncover their hidden supply chain expense savings. Yet, we have found only a few who are using comparative value analysis analytics to benchmark to identify their utilization misalignments in real-time against their peers
Most healthcare organizations, in some shape or form, are employing value analysis analytics to uncover their hidden supply chain expense savings. Yet, we have found only a few who are using comparative value analysis analytics to benchmark to identify their utilization misalignments in real-time against their peers
Are you selecting your value analysis team leaders and members by chance, by their title or by their influence in your organization? If you are, and most hospitals, system and IDNs have been doing this for years, then you are missing an opportunity to have the most motivated, disciplined and creative people on your value analysis teams.
Are you selecting your value analysis team leaders and members by chance, by their title or by their influence in your organization? If you are, and most hospitals, system and IDNs have been doing this for years, then you are missing an opportunity to have the most motivated, disciplined and creative people on your value analysis teams.
This podcast is geared towards dispelling what we feel are the 5 Biggest Myths that people believe about healthcare supply chain utilization management. This will help clear up the misconceptions and misunderstandings while allowing you to gain a new level of what Supply Utilization Management means to you and your supply chain. Don't ignore the high value and impact that healthcare supply utilization can make for you.
This podcast is geared towards dispelling what we feel are the 5 Biggest Myths that people believe about healthcare supply chain utilization management. This will help clear up the misconceptions and misunderstandings while allowing you to gain a new level of what Supply Utilization Management means to you and your supply chain. Don't ignore the high value and impact that healthcare supply utilization can make for you.
This podcast is geared towards dispelling what we feel are the 5 Biggest Myths that people believe about healthcare supply chain utilization management. This will help clear up the misconceptions and misunderstandings while allowing you to gain a new level of what Supply Utilization Management means to you and your supply chain. Don't ignore the high value and impact that healthcare supply utilization can make for you.
As more healthcare organizations prepare for the implementation of the Patient Protection and Affordable Care Act more pressure will be placed upon supply chain professionals to save even more in less time. With this said, we though we would talk about in this podcast the 5-Rock Solid Value Analysis strategies and tactics that we have found can give you a big leap forward in savings. Your Co-hosts for the show are Robert T. Yokl, President/CEO and Robert W. Yokl, VP Operations of Strategic Value Analysis in Healthcare
As more healthcare organizations prepare for the implementation of the Patient Protection and Affordable Care Act more pressure will be placed upon supply chain professionals to save even more in less time. With this said, we though we would talk about in this podcast the 5-Rock Solid Value Analysis strategies and tactics that we have found can give you a big leap forward in savings. Your Co-hosts for the show are Robert T. Yokl, President/CEO and Robert W. Yokl, VP Operations of Strategic Value Analysis in Healthcare
As more healthcare organizations prepare for the implementation of the Patient Protection and Affordable Care Act more pressure will be placed upon supply chain professionals to save even more in less time. With this said, we though we would talk about in this podcast the 5-Rock Solid Value Analysis strategies and tactics that we have found can give you a big leap forward in savings. Your Co-hosts for the show are Robert T. Yokl, President/CEO and Robert W. Yokl, VP Operations of Strategic Value Analysis in Healthcare
In this podcast we show you how cost management yet ever more challenging and sophisticated in many respects does not necessarily need for you to make your job harder. We will show you four strategies to make your cost management job easier while still achieving higher levels of savings in less time with minimal effort.
In this podcast we show you how cost management yet ever more challenging and sophisticated in many respects does not necessarily need for you to make your job harder. We will show you four strategies to make your cost management job easier while still achieving higher levels of savings in less time with minimal effort.
Value Analysis Analytics is a new and different strategic approach that helps takes yours hospital expense reduction and value analysis efforts to a whole new level of savings beyond price. The concepts are sound and forward thinking but more importantly they are proven and tested over a 15 year period in development and use at our client hospitals. Learn how these Value Analysis Analytics are revealing savings that organizations never thought possible before.
Value Analysis Analytics is a new and different strategic approach that helps takes yours hospital expense reduction and value analysis efforts to a whole new level of savings beyond price. The concepts are sound and forward thinking but more importantly they are proven and tested over a 15 year period in development and use at our client hospitals. Learn how these Value Analysis Analytics are revealing savings that organizations never thought possible before.
Value Analysis Analytics is a new and different strategic approach that helps takes yours hospital expense reduction and value analysis efforts to a whole new level of savings beyond price. The concepts are sound and forward thinking but more importantly they are proven and tested over a 15 year period in development and use at our client hospitals. Learn how these Value Analysis Analytics are revealing savings that organizations never thought possible before.
In this new year of 2011 Robert T. Yokl, President & Chief Value Strategist and Robert W. Yokl, VP-Operations for SVAH wanted to give you a podcast that will set the stage for what you need to do to truly max out and wring the towel dry on your supply chain savings. We will share with you the necessary strategies and tactics that you will need to employ to take your organization to a whole new level of supply chain savings beyond price and standardization.
In this new year of 2011 Robert T. Yokl, President & Chief Value Strategist and Robert W. Yokl, VP-Operations for SVAH wanted to give you a podcast that will set the stage for what you need to do to truly max out and wring the towel dry on your supply chain savings. We will share with you the necessary strategies and tactics that you will need to employ to take your organization to a whole new level of supply chain savings beyond price and standardization.
In this new year of 2011 Robert T. Yokl, President & Chief Value Strategist and Robert W. Yokl, VP-Operations for SVAH wanted to give you a podcast that will set the stage for what you need to do to truly max out and wring the towel dry on your supply chain savings. We will share with you the necessary strategies and tactics that you will need to employ to take your organization to a whole new level of supply chain savings beyond price and standardization.
There is Gold in Them Thar Hills--Maximizing Your MMIS Systems for Greater Savings. In this podcast you we will outline the strategy for maximizing your greatest assest in your healthcare supply chain operations which is your Purchasing/Materials Management information System.
There is Gold in Them Thar Hills--Maximizing Your MMIS Systems for Greater Savings. In this podcast you we will outline the strategy for maximizing your greatest assest in your healthcare supply chain operations which is your Purchasing/Materials Management information System.
There is Gold in Them Thar Hills--Maximizing Your MMIS Systems for Greater Savings. In this podcast you we will outline the strategy for maximizing your greatest assest in your healthcare supply chain operations which is your Purchasing/Materials Management information System.
This podcast is taking one of our sayings Purchase Price is Just the Tip of the Iceberg a bit further in detail. We will dispel the popular thought and mindset that Value Analysis is the only tool that you need in order to attack your costs below the waterline. We will give you a more defined examples of how with this below the waterline mindset you can open up a whole new world of savings for your organization that you never imaged was there before.
This podcast is taking one of our sayings Purchase Price is Just the Tip of the Iceberg a bit further in detail. We will dispel the popular thought and mindset that Value Analysis is the only tool that you need in order to attack your costs below the waterline. We will give you a more defined examples of how with this below the waterline mindset you can open up a whole new world of savings for your organization that you never imaged was there before.
This podcast is taking one of our sayings Purchase Price is Just the Tip of the Iceberg a bit further in detail. We will dispel the popular thought and mindset that Value Analysis is the only tool that you need in order to attack your costs below the waterline. We will give you a more defined examples of how with this below the waterline mindset you can open up a whole new world of savings for your organization that you never imaged was there before.
There is a critical need for healthcare organizations to realize the value of a new generation of incentive programs that will help you keep your supply chain teams working on all of your special initiatives in order to maintain your bottom line. We can no longer believe that just because we pay managers and staff a salary that we will get 100% effort and participation on the value analysis and other special project teams that the end results are so important to your hospital's bottom line.
There is a critical need for healthcare organizations to realize the value of a new generation of incentive programs that will help you keep your supply chain teams working on all of your special initiatives in order to maintain your bottom line. We can no longer believe that just because we pay managers and staff a salary that we will get 100% effort and participation on the value analysis and other special project teams that the end results are so important to your hospital's bottom line.
There is a critical need for healthcare organizations to realize the value of a new generation of incentive programs that will help you keep your supply chain teams working on all of your special initiatives in order to maintain your bottom line. We can no longer believe that just because we pay managers and staff a salary that we will get 100% effort and participation on the value analysis and other special project teams that the end results are so important to your hospital's bottom line.
Rising Product Costs Must Be Counter Balanced by Other Savings Strategies. Find out how much more is really there for you to drive out of your supply chain. Learn how to get your organization on-board to making the savings beyond price happen. Learn how to quickly cover your price shortfalls for the short and long term bottom line results. Find out the best bang for the buck strategies that you can employ today to save beyond price.
Rising Product Costs Must Be Counter Balanced by Other Savings Strategies. Find out how much more is really there for you to drive out of your supply chain. Learn how to get your organization on-board to making the savings beyond price happen. Learn how to quickly cover your price shortfalls for the short and long term bottom line results. Find out the best bang for the buck strategies that you can employ today to save beyond price.
Rising Product Costs Must Be Counter Balanced by Other Savings Strategies. Find out how much more is really there for you to drive out of your supply chain. Learn how to get your organization on-board to making the savings beyond price happen. Learn how to quickly cover your price shortfalls for the short and long term bottom line results. Find out the best bang for the buck strategies that you can employ today to save beyond price.
80/20 Rule for Healthcare Supply Chain Savings
This podcast is geared towards helping you align your efforts and focus towards the supply chain savings opportunities that will give you the best bang for your buck as far as effort to return on investment. We will highlight the major functions of supply chain savings and detail out all the major supply chain savings areas and why and where you need to focus your efforts for the highest supply chain savings return possible.
80/20 Rule for Healthcare Supply Chain Savings
This podcast is geared towards helping you align your efforts and focus towards the supply chain savings opportunities that will give you the best bang for your buck as far as effort to return on investment. We will highlight the major functions of supply chain savings and detail out all the major supply chain savings areas and why and where you need to focus your efforts for the highest supply chain savings return possible.
80/20 Rule for Healthcare Supply Chain Savings
This podcast is geared towards helping you align your efforts and focus towards the supply chain savings opportunities that will give you the best bang for your buck as far as effort to return on investment. We will highlight the major functions of supply chain savings and detail out all the major supply chain savings areas and why and where you need to focus your efforts for the highest supply chain savings return possible.
The Supply Chain Hall of Fame is now a Reality!
Today we have a special interview with Jamie Kowalski, president, and Rick Dana Barlow, managing director, Bellwether League, Inc. which is a new organization that has as its mission to recognize the unsung supply chain heroes in our healthcare industry.
The Supply Chain Hall of Fame is now a Reality!
Today we have a special interview with Jamie Kowalski, president, and Rick Dana Barlow, managing director, Bellwether League, Inc. which is a new organization that has as its mission to recognize the unsung supply chain heroes in our healthcare industry.
The Supply Chain Hall of Fame is now a Reality!
Today we have a special interview with Jamie Kowalski, president, and Rick Dana Barlow, managing director, Bellwether League, Inc. which is a new organization that has as its mission to recognize the unsung supply chain heroes in our healthcare industry.
11 Strategies to Save Big in 2008 is a replay of a No Cost Webinar from January 9, 2008. The Webinar really got some great feedback from our registered participants that we thought we would open this one up for everyone to listen to. Hopefully we can help you kick off 2008 with some great strategies for you to use as a guide for making savings happen in the new year.
11 Strategies to Save Big in 2008 is a replay of a No Cost Webinar from January 9, 2008. The Webinar really got some great feedback from our registered participants that we thought we would open this one up for everyone to listen to. Hopefully we can help you kick off 2008 with some great strategies for you to use as a guide for making savings happen in the new year.
11 Strategies to Save Big in 2008 is a replay of a No Cost Webinar from January 9, 2008. The Webinar really got some great feedback from our registered participants that we thought we would open this one up for everyone to listen to. Hopefully we can help you kick off 2008 with some great strategies for you to use as a guide for making savings happen in the new year.
In this Podcast we will discuss a daily challenge that Supply Chain Managers and Value Analysis Coordinators face, that is at what point do we or don't we take action on a savings or savings opportunity. Is it a dollar threshold? We will go over all the factors that are involved with deciding when we attack a savings and when we do not. Plus, we will go through a few examples of hospitals and how they go about working with these challenges to achieve maximum results.
In this Podcast we will discuss a daily challenge that Supply Chain Managers and Value Analysis Coordinators face, that is at what point do we or don't we take action on a savings or savings opportunity. Is it a dollar threshold? We will go over all the factors that are involved with deciding when we attack a savings and when we do not. Plus, we will go through a few examples of hospitals and how they go about working with these challenges to achieve maximum results.
In this Podcast we will discuss a daily challenge that Supply Chain Managers and Value Analysis Coordinators face, that is at what point do we or don't we take action on a savings or savings opportunity. Is it a dollar threshold? We will go over all the factors that are involved with deciding when we attack a savings and when we do not. Plus, we will go through a few examples of hospitals and how they go about working with these challenges to achieve maximum results.
Certified Value Analysis Leadership Training Program
Talking Healthcare Value Analysis to a Whole New Level of Training
Certified Value Analysis Leadership Training Program
Talking Healthcare Value Analysis to a Whole New Level of Training
Certified Value Analysis Leadership Training Program
Talking Healthcare Value Analysis to a Whole New Level of Training
New Rules, Systems and Models for Long Lasting Savings Performance!
Isn’t It About Time You Re-Think, Re-New And Re-Invent Your Value Analysis Model To Do The Hard Work That Is Required In The 21st Century!
It’s been 21 years since value analysis 1.0 emerged as a best practice in healthcare. This stratagem has led the way to some of the most important breakthroughs in supply chain cost management in the last decade. Nevertheless, if you are really honest with yourself, it isn’t getting the job done in the 21st century.
In years past, just putting together a value analysis committee or team(s) assured you of generating a variety of savings (mostly GPO savings) that just happened unimpeded and unrestricted. I hope you have realized by now that the time has passed when you can make these easy and effortless savings continue to flow, surge and gush without changing how your value analysis committee or team(s) is organized, structured, selected, trained, measured, motivated and controlled.
New Rules, Systems and Models for Long Lasting Savings Performance!
Isn’t It About Time You Re-Think, Re-New And Re-Invent Your Value Analysis Model To Do The Hard Work That Is Required In The 21st Century!
It’s been 21 years since value analysis 1.0 emerged as a best practice in healthcare. This stratagem has led the way to some of the most important breakthroughs in supply chain cost management in the last decade. Nevertheless, if you are really honest with yourself, it isn’t getting the job done in the 21st century.
In years past, just putting together a value analysis committee or team(s) assured you of generating a variety of savings (mostly GPO savings) that just happened unimpeded and unrestricted. I hope you have realized by now that the time has passed when you can make these easy and effortless savings continue to flow, surge and gush without changing how your value analysis committee or team(s) is organized, structured, selected, trained, measured, motivated and controlled.
New Rules, Systems and Models for Long Lasting Savings Performance!
Isn’t It About Time You Re-Think, Re-New And Re-Invent Your Value Analysis Model To Do The Hard Work That Is Required In The 21st Century!
It’s been 21 years since value analysis 1.0 emerged as a best practice in healthcare. This stratagem has led the way to some of the most important breakthroughs in supply chain cost management in the last decade. Nevertheless, if you are really honest with yourself, it isn’t getting the job done in the 21st century.
In years past, just putting together a value analysis committee or team(s) assured you of generating a variety of savings (mostly GPO savings) that just happened unimpeded and unrestricted. I hope you have realized by now that the time has passed when you can make these easy and effortless savings continue to flow, surge and gush without changing how your value analysis committee or team(s) is organized, structured, selected, trained, measured, motivated and controlled.
A Proven Business Model to Leading A Successful Supply Chain Savings Program-- This is a replay of a teleseminar that we recorded last year that was a special roundtable discussion with a university teaching client of ours supply chain management leadership. We thought it would be great to bring this one back to the podcast this week and most importantly you will hear information from an organization that is talking the saving talk and walking the saving walk.
This episode is packed with informative strategies, methods and tools that you and your healthcare organization can employ today. We will show you how you too can enhance your supply saving strategies and systems while spending the least amount of time and money in the process. Plus we will go over our key’s to becoming better organized to save which in turn will allow you to overcome the roadblocks and barriers that have been holding back savings in the past.
A Proven Business Model to Leading A Successful Supply Chain Savings Program-- This is a replay of a teleseminar that we recorded last year that was a special roundtable discussion with a university teaching client of ours supply chain management leadership. We thought it would be great to bring this one back to the podcast this week and most importantly you will hear information from an organization that is talking the saving talk and walking the saving walk.
This episode is packed with informative strategies, methods and tools that you and your healthcare organization can employ today. We will show you how you too can enhance your supply saving strategies and systems while spending the least amount of time and money in the process. Plus we will go over our key’s to becoming better organized to save which in turn will allow you to overcome the roadblocks and barriers that have been holding back savings in the past.
A Proven Business Model to Leading A Successful Supply Chain Savings Program-- This is a replay of a teleseminar that we recorded last year that was a special roundtable discussion with a university teaching client of ours supply chain management leadership. We thought it would be great to bring this one back to the podcast this week and most importantly you will hear information from an organization that is talking the saving talk and walking the saving walk.
This episode is packed with informative strategies, methods and tools that you and your healthcare organization can employ today. We will show you how you too can enhance your supply saving strategies and systems while spending the least amount of time and money in the process. Plus we will go over our key’s to becoming better organized to save which in turn will allow you to overcome the roadblocks and barriers that have been holding back savings in the past.
In this week’s podcast we will CLEARLY define exactly what dashboards are and why we need them in the healthcare supply chain world. We will go over some real examples of supply chain departments at hospitals that are utilizing dashboards for various functionality, cost management and performance monitoring. We will also go over all the different types of dashboards to help you decide which would work best for you and your organization. We will also make sure we go over the PROS AND CONS OF EACH to avoid making any mistakes that could hold back the effective use of these great supply chain management tools.
In this week’s podcast we will CLEARLY define exactly what dashboards are and why we need them in the healthcare supply chain world. We will go over some real examples of supply chain departments at hospitals that are utilizing dashboards for various functionality, cost management and performance monitoring. We will also go over all the different types of dashboards to help you decide which would work best for you and your organization. We will also make sure we go over the PROS AND CONS OF EACH to avoid making any mistakes that could hold back the effective use of these great supply chain management tools.
In this week’s podcast we will CLEARLY define exactly what dashboards are and why we need them in the healthcare supply chain world. We will go over some real examples of supply chain departments at hospitals that are utilizing dashboards for various functionality, cost management and performance monitoring. We will also go over all the different types of dashboards to help you decide which would work best for you and your organization. We will also make sure we go over the PROS AND CONS OF EACH to avoid making any mistakes that could hold back the effective use of these great supply chain management tools.
How to take your supply chain to the next level of benchmarking to further reduce your costs beyond price. In this week’s podcast episode we will address the current state of healthcare supply chain benchmarking and where it will be going in the next few years. We will discuss what is being utilized now and where is MUST go in order for supply chain managers to truly be able to drill down into their supply chain organizations to weed out the savings beyond price that represents over 70 to 80 percent of all remaining savings opportunities for a healthcare organizations.
How to take your supply chain to the next level of benchmarking to further reduce your costs beyond price. In this week’s podcast episode we will address the current state of healthcare supply chain benchmarking and where it will be going in the next few years. We will discuss what is being utilized now and where is MUST go in order for supply chain managers to truly be able to drill down into their supply chain organizations to weed out the savings beyond price that represents over 70 to 80 percent of all remaining savings opportunities for a healthcare organizations.
How to take your supply chain to the next level of benchmarking to further reduce your costs beyond price. In this week’s podcast episode we will address the current state of healthcare supply chain benchmarking and where it will be going in the next few years. We will discuss what is being utilized now and where is MUST go in order for supply chain managers to truly be able to drill down into their supply chain organizations to weed out the savings beyond price that represents over 70 to 80 percent of all remaining savings opportunities for a healthcare organizations.
On this week's podcast we will discuss how supply chain professional's are in a catch 22 when it comes to reducing costs and improving their hospital and health system's bottom line. Given the fact that you can only do so much with increasingly less time available in your work day you must now focus on the best and most efficient savings strategies that yield the most savings and quality improvement for your organization. We will discuss the mindset and strategies that will help you overcome this challenge and increase your savings with less time expended and less wasted effort.
On this week's podcast we will discuss how supply chain professional's are in a catch 22 when it comes to reducing costs and improving their hospital and health system's bottom line. Given the fact that you can only do so much with increasingly less time available in your work day you must now focus on the best and most efficient savings strategies that yield the most savings and quality improvement for your organization. We will discuss the mindset and strategies that will help you overcome this challenge and increase your savings with less time expended and less wasted effort.
On this week's podcast we will discuss how supply chain professional's are in a catch 22 when it comes to reducing costs and improving their hospital and health system's bottom line. Given the fact that you can only do so much with increasingly less time available in your work day you must now focus on the best and most efficient savings strategies that yield the most savings and quality improvement for your organization. We will discuss the mindset and strategies that will help you overcome this challenge and increase your savings with less time expended and less wasted effort.
Learn how to grown and nurture your next generation of supply savings strategies, tools and methods to insure the future savings success of your supply chain operations. This is a special replay of a teleseminar we had done a few months back which was one of our most popular programs to date.
Learn how to grown and nurture your next generation of supply savings strategies, tools and methods to insure the future savings success of your supply chain operations. This is a special replay of a teleseminar we had done a few months back which was one of our most popular programs to date.
Learn how to grown and nurture your next generation of supply savings strategies, tools and methods to insure the future savings success of your supply chain operations. This is a special replay of a teleseminar we had done a few months back which was one of our most popular programs to date.
Winning Data Strategies for Savings Success! Savings is more challenging than it ever has been and with the realization that the low hanging fruit has already been picked, this podcast will show you how you can did deeper, be more organized in order to drive out those savings opportunities. We will focus our Winning Data Strategies on how we will funnel down all of the purchases and operational information in our organization to develop automatic tools and methods that will assist you in finding the difficult savings opportunities while becoming more organized to save now and into the future.
Winning Data Strategies for Savings Success! Savings is more challenging than it ever has been and with the realization that the low hanging fruit has already been picked, this podcast will show you how you can did deeper, be more organized in order to drive out those savings opportunities. We will focus our Winning Data Strategies on how we will funnel down all of the purchases and operational information in our organization to develop automatic tools and methods that will assist you in finding the difficult savings opportunities while becoming more organized to save now and into the future.
Winning Data Strategies for Savings Success! Savings is more challenging than it ever has been and with the realization that the low hanging fruit has already been picked, this podcast will show you how you can did deeper, be more organized in order to drive out those savings opportunities. We will focus our Winning Data Strategies on how we will funnel down all of the purchases and operational information in our organization to develop automatic tools and methods that will assist you in finding the difficult savings opportunities while becoming more organized to save now and into the future.
- Growing Your Savings Pipeline Before the Torrential Rain Begins Falling -- In this week’s podcast you will learn about how you need to develop your savings systems, methods and reporting proactively as opposed to trying to quickly and haphazardly reduce costs when a crisis arises. We will also share with you one of the most important developments that we have made in our consulting business that has resulted in hundreds of millions of dollars in savings for our customers which we believe you should develop for your supply chain organization too. What is now a core function of our consulting operations should be part of your everyday operations as well.
- Growing Your Savings Pipeline Before the Torrential Rain Begins Falling -- In this week’s podcast you will learn about how you need to develop your savings systems, methods and reporting proactively as opposed to trying to quickly and haphazardly reduce costs when a crisis arises. We will also share with you one of the most important developments that we have made in our consulting business that has resulted in hundreds of millions of dollars in savings for our customers which we believe you should develop for your supply chain organization too. What is now a core function of our consulting operations should be part of your everyday operations as well.
- Growing Your Savings Pipeline Before the Torrential Rain Begins Falling -- In this week’s podcast you will learn about how you need to develop your savings systems, methods and reporting proactively as opposed to trying to quickly and haphazardly reduce costs when a crisis arises. We will also share with you one of the most important developments that we have made in our consulting business that has resulted in hundreds of millions of dollars in savings for our customers which we believe you should develop for your supply chain organization too. What is now a core function of our consulting operations should be part of your everyday operations as well.
Can a simple metaphor help us better understand our supply chain and where the next level of supply chain savings will reside in our organzations? In this podcast, we will share with you how you can change your focus to go beyond "Price Thinking" and truly drive out every dollar of waste and inefficiency inside your product supply chain.
Can a simple metaphor help us better understand our supply chain and where the next level of supply chain savings will reside in our organzations? In this podcast, we will share with you how you can change your focus to go beyond "Price Thinking" and truly drive out every dollar of waste and inefficiency inside your product supply chain.
Can a simple metaphor help us better understand our supply chain and where the next level of supply chain savings will reside in our organzations? In this podcast, we will share with you how you can change your focus to go beyond "Price Thinking" and truly drive out every dollar of waste and inefficiency inside your product supply chain.
In this podcast we will continue with Part Two of Successfully Selling Your Savings Ideas. You will learn what is most important about any particular product or service and where should hospital professionals be focusing their attention in order to gain that ever important buy-in from all involved in the savings idea selling process.
Learn how to utilize the circles of confluence within your organization to further enlist and gain acceptance of yours and your fellow works ideas.
Find out how value analysis can be a valuable asset in selling your bosses, clinicians and department heads and managers in your selling ideas and strategies. Learn how the techniques of functional analysis will allow you to generate different alternatives that will still meet you customers exact requirements and allow you to sell your own ideas using the functional methodologies.
In this podcast we will continue with Part Two of Successfully Selling Your Savings Ideas. You will learn what is most important about any particular product or service and where should hospital professionals be focusing their attention in order to gain that ever important buy-in from all involved in the savings idea selling process.
Learn how to utilize the circles of confluence within your organization to further enlist and gain acceptance of yours and your fellow works ideas.
Find out how value analysis can be a valuable asset in selling your bosses, clinicians and department heads and managers in your selling ideas and strategies. Learn how the techniques of functional analysis will allow you to generate different alternatives that will still meet you customers exact requirements and allow you to sell your own ideas using the functional methodologies.
In this podcast we will continue with Part Two of Successfully Selling Your Savings Ideas. You will learn what is most important about any particular product or service and where should hospital professionals be focusing their attention in order to gain that ever important buy-in from all involved in the savings idea selling process.
Learn how to utilize the circles of confluence within your organization to further enlist and gain acceptance of yours and your fellow works ideas.
Find out how value analysis can be a valuable asset in selling your bosses, clinicians and department heads and managers in your selling ideas and strategies. Learn how the techniques of functional analysis will allow you to generate different alternatives that will still meet you customers exact requirements and allow you to sell your own ideas using the functional methodologies.
In the first part of this two part podcast, you will learn the different dynamics that are involved with selling your bosses, your internal customers and stakeholders inside your organization. Find out how and why the manufacturer and vendor sales people always seem to be able to influence and sell your key stakeholders and customers inside your organization better than you can and find out how you can sell like they do too. Learn the different dynamics to selling your savings ideas in your organization that you never realized existed. Start to create you own selling system just like sales people use everyday and be able to start to dramatically increase your success rates in gaining acceptance of your own savings ideas.
Find out how you can use value analysis and functional analysis strategies to give you the internal edge in the savings idea selling process.
In the first part of this two part podcast, you will learn the different dynamics that are involved with selling your bosses, your internal customers and stakeholders inside your organization. Find out how and why the manufacturer and vendor sales people always seem to be able to influence and sell your key stakeholders and customers inside your organization better than you can and find out how you can sell like they do too. Learn the different dynamics to selling your savings ideas in your organization that you never realized existed. Start to create you own selling system just like sales people use everyday and be able to start to dramatically increase your success rates in gaining acceptance of your own savings ideas.
Find out how you can use value analysis and functional analysis strategies to give you the internal edge in the savings idea selling process.
In the first part of this two part podcast, you will learn the different dynamics that are involved with selling your bosses, your internal customers and stakeholders inside your organization. Find out how and why the manufacturer and vendor sales people always seem to be able to influence and sell your key stakeholders and customers inside your organization better than you can and find out how you can sell like they do too. Learn the different dynamics to selling your savings ideas in your organization that you never realized existed. Start to create you own selling system just like sales people use everyday and be able to start to dramatically increase your success rates in gaining acceptance of your own savings ideas.
Find out how you can use value analysis and functional analysis strategies to give you the internal edge in the savings idea selling process.
This week's healthcare supply chain best practices podcast will highlight Robert T. Yokl's recent speaking engagement at the Healthcare
Industry Group Purchasing Association's (HIGPA) Annual Expo in Orlando, FL. Also, we will focus in on a great opportunity that healthcare organization's and supply professionals can find 10% to 15% more savings on their capital equipment and new technology purchases that they did not realize they should be taking advantage of.
This week's healthcare supply chain best practices podcast will highlight Robert T. Yokl's recent speaking engagement at the Healthcare
Industry Group Purchasing Association's (HIGPA) Annual Expo in Orlando, FL. Also, we will focus in on a great opportunity that healthcare organization's and supply professionals can find 10% to 15% more savings on their capital equipment and new technology purchases that they did not realize they should be taking advantage of.
This week's healthcare supply chain best practices podcast will highlight Robert T. Yokl's recent speaking engagement at the Healthcare
Industry Group Purchasing Association's (HIGPA) Annual Expo in Orlando, FL. Also, we will focus in on a great opportunity that healthcare organization's and supply professionals can find 10% to 15% more savings on their capital equipment and new technology purchases that they did not realize they should be taking advantage of.
On this weeks Supply Chain Best Practices Podcast, we will discuss how you can lead your healthcare organization's supply chain in the right direction.
We will also discuss how you can successful value analysis and savings programs continue to evolve, not stagnate. As we will discuss the evolution of your value analysis program with new ideas, processes and opportunities for savings growth and quality performance.
We also have a special listener guest on our podcast who would like to discuss the use of the term "Best Practices" in the title of our podcast.
On this weeks Supply Chain Best Practices Podcast, we will discuss how you can lead your healthcare organization's supply chain in the right direction.
We will also discuss how you can successful value analysis and savings programs continue to evolve, not stagnate. As we will discuss the evolution of your value analysis program with new ideas, processes and opportunities for savings growth and quality performance.
We also have a special listener guest on our podcast who would like to discuss the use of the term "Best Practices" in the title of our podcast.
On this weeks Supply Chain Best Practices Podcast, we will discuss how you can lead your healthcare organization's supply chain in the right direction.
We will also discuss how you can successful value analysis and savings programs continue to evolve, not stagnate. As we will discuss the evolution of your value analysis program with new ideas, processes and opportunities for savings growth and quality performance.
We also have a special listener guest on our podcast who would like to discuss the use of the term "Best Practices" in the title of our podcast.
Follow the rules or don't call it value analysis. Most healthcare organizations will say they are doing value analysis, but what they are really doing is GPO contract evaluations, price shopping, standardization or product evaluations. This is not value analysis!
Building A Culture Of Accountability With Supply Six Sigma™: The Next Generation Value Analysis Model. You can’t hold people accountable if they don’t know what they are being held responsible for, answerable for, or expected to accomplish. This is why you need to measure results utilizing the tools of benchmarking. Then you will know how much supply savings is achievable at your healthcare organization not only globally, but by commodity group, service line and SKU (stock keeping unit). This way your project managers will know with certainty how much savings they are responsible for squeezing out of any project that they are working on, e.g., orthopedics, pacemakers, dressing, kits, trays, etc.
Follow the rules or don't call it value analysis. Most healthcare organizations will say they are doing value analysis, but what they are really doing is GPO contract evaluations, price shopping, standardization or product evaluations. This is not value analysis!
Building A Culture Of Accountability With Supply Six Sigma™: The Next Generation Value Analysis Model. You can’t hold people accountable if they don’t know what they are being held responsible for, answerable for, or expected to accomplish. This is why you need to measure results utilizing the tools of benchmarking. Then you will know how much supply savings is achievable at your healthcare organization not only globally, but by commodity group, service line and SKU (stock keeping unit). This way your project managers will know with certainty how much savings they are responsible for squeezing out of any project that they are working on, e.g., orthopedics, pacemakers, dressing, kits, trays, etc.
Follow the rules or don't call it value analysis. Most healthcare organizations will say they are doing value analysis, but what they are really doing is GPO contract evaluations, price shopping, standardization or product evaluations. This is not value analysis!
Building A Culture Of Accountability With Supply Six Sigma™: The Next Generation Value Analysis Model. You can’t hold people accountable if they don’t know what they are being held responsible for, answerable for, or expected to accomplish. This is why you need to measure results utilizing the tools of benchmarking. Then you will know how much supply savings is achievable at your healthcare organization not only globally, but by commodity group, service line and SKU (stock keeping unit). This way your project managers will know with certainty how much savings they are responsible for squeezing out of any project that they are working on, e.g., orthopedics, pacemakers, dressing, kits, trays, etc.
Strategic Value Analysis in Healthcare's Supply Chain Best Practice Podcast - Consulting and Strategic Planning, the power of supply chain
benchmarking, using brainstorming as a new way to generate new savings ideas and strategies for supply or productivity performance excellence
Strategic Value Analysis in Healthcare's Supply Chain Best Practice Podcast - Consulting and Strategic Planning, the power of supply chain
benchmarking, using brainstorming as a new way to generate new savings ideas and strategies for supply or productivity performance excellence
Strategic Value Analysis in Healthcare's Supply Chain Best Practice Podcast - Consulting and Strategic Planning, the power of supply chain
benchmarking, using brainstorming as a new way to generate new savings ideas and strategies for supply or productivity performance excellence
What is your value analysis program ROI? Learn how to track the success
rate of your supply value analysis program. Also, find out why value
analysis is not just about money and it is just as much a supply chain
quality improvement program as cost management tool if used properly. Find out how to you can dramatically improve your quality and customer
satistfaction while you reduce costs and expenses for your hospital, health system or IDN.
What is your value analysis program ROI? Learn how to track the success
rate of your supply value analysis program. Also, find out why value
analysis is not just about money and it is just as much a supply chain
quality improvement program as cost management tool if used properly. Find out how to you can dramatically improve your quality and customer
satistfaction while you reduce costs and expenses for your hospital, health system or IDN.
What is your value analysis program ROI? Learn how to track the success
rate of your supply value analysis program. Also, find out why value
analysis is not just about money and it is just as much a supply chain
quality improvement program as cost management tool if used properly. Find out how to you can dramatically improve your quality and customer
satistfaction while you reduce costs and expenses for your hospital, health system or IDN.
Healthcare Supply Chain Best Practices Podcast with the new format with
Robert T. Yokl, President & CEO and Robert W. Yokl, VP of Stratetic Value Analysis in Healthcare. This weeks subjects include: Small Incremental Improvements Aren’t Good Enough! Finding Your Innovation Beat, Tempo And Rhythm Can Improve Your Search For New Savings And Quality Ideas 10-Fold!
Healthcare Supply Chain Best Practices Podcast with the new format with
Robert T. Yokl, President & CEO and Robert W. Yokl, VP of Stratetic Value Analysis in Healthcare. This weeks subjects include: Small Incremental Improvements Aren’t Good Enough! Finding Your Innovation Beat, Tempo And Rhythm Can Improve Your Search For New Savings And Quality Ideas 10-Fold!
Healthcare Supply Chain Best Practices Podcast with the new format with
Robert T. Yokl, President & CEO and Robert W. Yokl, VP of Stratetic Value Analysis in Healthcare. This weeks subjects include: Small Incremental Improvements Aren’t Good Enough! Finding Your Innovation Beat, Tempo And Rhythm Can Improve Your Search For New Savings And Quality Ideas 10-Fold!
You will learn hot to measure the effectiveness of your supply chain, determine where there are gaps, how to measure those gaps, and hot to fill them with new best practices as well as utilizing our 6 Step Benchmarking Process.
You will learn hot to measure the effectiveness of your supply chain, determine where there are gaps, how to measure those gaps, and hot to fill them with new best practices as well as utilizing our 6 Step Benchmarking Process.
You will learn hot to measure the effectiveness of your supply chain, determine where there are gaps, how to measure those gaps, and hot to fill them with new best practices as well as utilizing our 6 Step Benchmarking Process.
Join Robert T. Yokl as he shares his #1 Strategy for Taking Costs Out of A Healthcare Organization's Supply/Value Chain with his Prove 6-Step Strategic Value Analysis System
Join Robert T. Yokl as he shares his #1 Strategy for Taking Costs Out of A Healthcare Organization's Supply/Value Chain with his Prove 6-Step Strategic Value Analysis System
Join Robert T. Yokl as he shares his #1 Strategy for Taking Costs Out of A Healthcare Organization's Supply/Value Chain with his Prove 6-Step Strategic Value Analysis System