and back to the VP of IP before they had a chance to weigh in making it an awkward if not a potential trust-breaking situation . Communication , planning and effective messaging is key .
Additionally , it has been imperative for us to develop a consistent supply interruption management process engaging strategic sourcing , value analysis , procurement and supply chain operations . We hold daily check-in meetings that began in 2020 which we plan to continue into early 2022 to review back orders , on hand products , substitute products , demand , where we could shift from our enterprise divisions and keep a pulse on operations . The plan is to hardwire this process and pass on the learnings to the divisional level to develop a cadence that makes sense ( once or twice a week ). It engages everyone in effective communication regardless of the size of the organization .
BS : Keeping the patient at the center of decision-making is essential to keep at the center of healthcare delivery . How is Jefferson Health assuring this in the face of continued supply chain disruptions ?
SM : In light of the need to vet so many alternate products , the needs of our patients and healthcare worker safety and the continual education required by these disruptions we focused the conversation with our medical community around mitigating risk . The four key inputs of risk mitigation are value analysis , clinical integration , strategic sourcing , and logistics . The consistent and open collaboration between the clinical community and the supply chain community has been vital to keep risk in check .
We believe so strongly in this approach that the enterprise vice president of infection prevention as well as the enterprise medical director of risk management have both been added to the Enterprise Value Analysis Steering Committee .
BS : Back orders in a variety of healthcare product categories persist and according to some predictions this may last well into 2022 . 1 Jefferson Health will be expanding its delivery of care in 2022 ; how do you foresee this unfolding ?
SM : We have used our various divisions within our enterprise to create an internal source of goods . For example , if one division has specific products on hand that others need , we can take advantage of that . By effectively applying our learnings , growth can continue to support those efforts . We have been systematically creating a strong foundation for a resilient future through our enterprise thought leadership while setting a bar of standards to not only meet but to exceed our medical community needs .
Reference :
1 . https :// www . axios . com / health-care-plagued-by-new-supply-chain-shortages- 4366675c-a984-483d-8996-ce70cf8b3656 . html :
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