Industry Challenges

HSRC-ASU annually develops and disseminates a list of the top challenges for the health sector supply chain. These challenges are instrumental in guiding consortium thought leadership and research.

Downloadable versions of the 2012 Top Challenges,   2011 Top Challenges, 2010 Top Challenges, 2009 Top Challenges and 2008 Top Challenges, are available.

ENGAGING 2012 – HEALTH CARE SUPPLY CHAIN TOP TRENDS

1. Integration of supply chain in organizational response to health care reform regulation

• Strategy is the assessment and definition by supply chain leadership of the role of products and product cost in value based purchasing (VBP), bundled payments, accountable care organizations (ACO), hospital readmissions, and the three-part aim of better health, better care, and lower costs

2. Advancement of physician-organization engagement focused on clinical value, evidence basis for decision-making, and cost-containment

• Strategy is development of relationships that allow integration of clinical decision-making and supply utilization and cost.  Early involvement by supply chain leadership in organizational bundled payment arrangements, accountable care organizations, and co-management initiatives is an important aspect of this strategy

3. Movement for supply chain integration with clinical care, revenue capture and IT across provider organizations

• Strategy by supply chain leadership is engagement with their CIO, involvement in assessment of IT interoperability, discussions with clinical IT vendors, and communication of the importance of the item master and charge master

4. Focus on development of new models for partnerships between stakeholders

• Strategy is assessment of facilitators and barriers to partnership development, evaluation of new models of engagement, reassessment of issues surrounding pricing transparency, and involvement in co-management, strategic alliances, and other efforts to align incentives and achieve mutual benefit

5. Acceleration of involvement and readiness for unique device identification (UDI)

• Strategy is analysis and definition of the work necessary to realize the full value of UDI, collaboration with others to share best practices, and articulation of the importance of UDI across health care.   Vigilance will be necessary to follow current and future regulatory efforts

6. A more proactive approach to development of a talented supply chain workforce 

• Strategy is determination of the competencies and capabilities necessary for the workforce, involvement in an educational support structure of executive education and further academic training, and development of a clear vision for change management and leader succession

7. Involvement in assessment of value and use of comparative effectiveness research outcomes
Acknowledged as necessary to enhance performance and facilitate transparency

• Strategy by supply chain leadership is involvement in the design and implementation of a multi-disciplinary effort across an organization to bring together the multiple competencies necessary to optimally consider evidence-basis for patient care and supply chain decision-making

8. Evaluation of international efforts of health care delivery, evidence-based care, technology assessment, value analysis, purchasing, and achievement of value in an effort to transfer progressive practices to the U.S..

• Strategy is to keep abreast of and facilitate the adoption of progressive practices from other nations to bring value for money to the individual patient and population health

9. Consideration of supply chain contribution to patient-centered health care

• Strategy is development of models and metrics to assess the impact of supply chain on the patient’s care experience, satisfaction and perception of involvement in their medical care

10. Continued consideration of new and innovative supply chain metrics to reflect contribution of supply chain to the overall care process

• Strategy is development of metrics reflective of supply chain’s impact on patient care outcomes such as infection rates, length of stay and readmissions and reflective of supply chain’s impact on patient and provider satisfaction

For further information contact:
Eugene S. Schneller, Ph.D., Co-Director, Health Sector Supply Chain Research Consortium (HSRC-ASU) @ 480-965-6334/ Gene.schneller@asu.edu
Natalia Wilson, M.D., MPH, Co-Director, Health Sector Supply Chain Research Consortium (HSRC-ASU) @ 480-965-7778/ Natalia.wilson@asu.edu