S T R A T E G I E S & S O L U T I O N S

T H E O F F I C I A L M A G A Z I N E O F T H E A S S O C I AT I O N F O R H E A LT H C A R E R E S O U R C E & M AT E R I A L S M A N A G E M E N T

www.ahrmm.org

November/December 2019

Supply Chain

Technology

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SUPPLY CHAIN STRATEGIES & SOLUTIONS

November/December 2019

contents

This issue of

is also available at ahrmm.org/Magazine

S T R A T E G I E S & S O L U T I O N S

Supply Chain

COVER PHOTO: PANCHENKO VLADIMIR/SHUTTERSTOCK.COM

Published for the Association for Health Care Resource & Materials Management (AHRMM) of the American Hospital Association, 155 N. Wacker Drive, Chicago, IL 60606, Phone 312-422-3840, Fax 312-422-4573, www.ahrmm.org, ahrmm@aha.org.

Chair, Robert Taylor, CMRP, SVP, Supply Chain, RWJBarnabas Health, Oceanport, NJ, bob.taylor@rwjbh.org. Chair-Elect, Dee Donatelli, CMRP, FAHRMM, Principal, Dee Donatelli LLC, Newton, KS Executive Director, Deborah Sprindzunas, AHRMM, Chicago, IL, dsprindzunas@aha.org; Managing Editor, Whitney Critten, AHRMM, Chicago, IL, wcritten@aha.org.

Published by Naylor Association Solutions, 5950 NW First Place, Gainesville, FL 32607, Phone 800-369-6220, www.naylor.com.

Publisher Jay Hula, Content Strategist Michelle Harris, Design BK Publication Design, Marketing Rebecca Santana, Project Manager Mallori Gallimore, Project Coordinator Paige Durban, Sales Adam Firestone, Scott Pauquette, Matthew Yates. PUBLISHED NOVEMBER 2019/AHR-S0619/1878

Opinions expressed in these articles are those of the authors and do not necessarily reflect the opinions of AHRMM or the American Hospital Association. Reprinting or copying is prohibited without written consent from AHRMM. ©Copyrighted 2019. Association for Health Care Resource & Materials Management. All rights reserved.

For advertising inquiries, please contact Robert Shafer directly at 770-810-6986. To submit editorial content for review, please contact Managing Editor Whitney Critten at 312-422-3850.

AHRMM DIAMOND CHAPTER SPOTLIGHT 13Get to know more about the AHRMM Diamond Chapters and how they are advancing the health care supply chain on a local level.

AHRMM EDUCATION 15Take a look back at AHRMM Education in 2019.

AHRMM NEWS 16• New 2020 AHRMM

Board Representatives

• AHRMM Honors Outgoing Board Representatives

• AHRMM Fellow Program

• New CMRP Recipients

• 2020 AHRMM Call for Volunteers

• Health Care Supply Chain Week

leadership columnsCOLLABORATOR INSIGHTSImproving Surgical Site Infection Prevention 9Reducing costs on expenses related to adverse events is paramount, and surgical site infections (SSIs) are the costliest, accounting for more than $3.2 billion in annual costs. But a simple solution can reduce costs associated with SSIs and minimize harm to patients.

Jonothan Tierce, CPhil, Principal, Monument AnalyticsFrancine Chingcuanco, MHS, Senior Analyst, Monument Analytics

Five Ways to Overcome Resistance to Optimizing the Supply Chain 11While cost containment is always a priority, nearly one-fifth of all hospitals don’t analyze their supply chain costs and only 19% have adopted a supply chain management solution. While the technology may be straightforward, overcoming resistance to change and getting buy-in from stakeholders is not.

Marita Parks, RN MHA, CNO, Syft

BRIDGING THE VALUES: THE GAP BETWEEN IT AND SUPPLY CHAIN 7The common values of excellence and stewardship serve as a clarion call for leaders in information technology systems and supply chain management to collaborate as a team, and results in sustained relationships, higher productivity and greater success overall for the health care provider organization.

Ed Hardin, Vice President, Supply Chain, Froedtert Health

ASSOCIATION FOR HEALTH CARE RESOURCE & MATERIALS MANAGEMENT

www.ahrmm.org

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1. MHC Study #G09-005.2. Scott,Douglas R II. The Direct Costs of Healthcare-Associated Infections In U.S. Hospitals and the Benefits of Prevention, March 2009 3. Data on file, MHC-2018-T00015.

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Bridging the Values: The Gap Between IT and Supply Chain

Leadership

Can common values bridge the gap between Information Technology (IT) and Supply Chain? Yes, but don’t just ask a Supply Chain leader. One of the longest serving and most decorated CIOs in the

industry, George Conklin with CHRISTUS Health, knows what working toward common values means to the mutual success of IT and Supply Chain. “Information Management (IM) strives to work closely with every customer, but Supply Chain Management can certainly be classified as a key one given its size, enterprise nature, and effect on more than 20% of our operating expense. Our values of Excellence and Stewardship serve as a clarion call for our groups to work very well together,” Conklin said.

And the results? In 2015, his IM group received the first of its many Hospitals & Health Networks (now the College of Healthcare Information Management Executives) HealthCare Most Wired awards, and in 2016 his organization’s Supply Chain Management

led to disastrous implementation requiring an 18-month reparation period, costing an unbudgeted $1.75M to normalize operations, and near 100% turnover of supporting staff.”

“Our IT department has 5.0 FTEs involved in sourcing and purchasing functions, yet we have more than 400 applications with a median usage of 7.6 personnel, three standard printer brands and two standard laptop brands. When will IT value Supply Chain enough to let us help them standardize.”

“We haven’t had a regularly scheduled meeting between IT and Supply Chain in forever. Neither of us has a dedicated liaison to the other.”

Though frequently strained, the relationship between IT and Supply Chain doesn’t have to be. In fact, some of the industry’s most recognized and awarded Supply Chain organizations report stellar relationships with their IT counterparts.

E d H a r d i n V i c e P r e s i d e n t , S u p p l y C h a i n , F r o e d t e r t H e a l t h

group was the recipient of the Healthcare Purchasing News Supply Chain Department of the Year award.

Being recognized back-to-back was no coincidence. Before it became a ubiquitous part of nearly every large provider organization, CHRISTUS Health’s Supply Chain Management in conjunction with IM formed one of the earliest Informatics groups in the industry to address supply cost analytics at an enterprise level and the infrastructure was built to allow for consolidation of the purchasing function from across six regions into one.

But is CHRISTUS Health’s success simply a one-off example? For many organizations, unfortunately, the following headlines from industry peers are emblematic of the less-than-productive relationship between Information Technology (IT) and Supply Chain.

“A decision made by my CIO to rush the upgrade of an ERP system despite Supply Chain’s protests

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Mutual Respect

Excellence

Accountability

Equality

Patient First

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But what makes the difference? Competent leadership to be sure, but this gets you only so far. According to Brent Gleeson, a Navy SEAL, combat veteran, leadership coach and founder of TakingPoint Leadership, a leadership and change management consulting firm, “many organizations will charge ahead for years with relative success while not having ever truly defined their mission, vision, values and purpose for existence.”

Ultimately though, something intervenes to disrupt or even stop an organization’s trajectory and that change often spells the

difference between an organization moving forward, remaining complacent or, worse yet, failing. “Leaders must lean on the values of the organization to drive performance, especially during times of change… [values-based leadership] means leading the team and evaluating performance based more so on the organization’s set of values rather than specific metrics or milestones,” Gleeson said. Specific departmental metrics and milestones as well as goals and objectives are laudable, but are often the product of intra-group development among fellow leaders rather than developed with organizational values in mind.

While hazarding to make this an assessment of organizational values, it is worth taking note of what the best supply chain organizations value. From 2014-2018, 18 provider organizations were named to Gartner’s Healthcare’s Supply Chain Top 25. Of these, nine made this prestigious list at least four of those five years. When reviewing the organizational values of all 18 providers, five values out of the 29 listed dominate (Compassion, Excellence, Innovation, Integrity and Respect), showing up four or more times; when reviewing just the nine frequent listers, just two values out of a possible 22 (fewer organizations translated to fewer values) make the list, with Excellence and Integrity showing up 11 and nine times, respectively.

In 2018, Gartner introduced its Masters Category as part of its annual award, and the Mayo Foundation and Intermountain Healthcare, arguably two of the most highly respected organizations in health care today, were the two provider recipients. And as it turns out, both Excellence and Integrity are integral to how these two run their business. In the case of Mayo Foundation, the organization invested heavily in digital supply chain as a core differentiator; Intermountain Healthcare made significant progress in the area of analytics to promote better decision making. Not surprising, these two were recognized, in short, for work they accomplished in conjunction with IT.

John Wright, Vice President Supply Chain & Support Services, says, “IHC Supply Chain has relied heavily on its relationship with CTIS (Care Transformation Information Services) to be in this enviable position. A great deal of work to be sure, but our common values, particularly when Excellence and Integrity meet up with Trust, Accountability and Mutual Respect, serve as a wellspring to accomplishing great things.”

Jim Frances, Chair, Supply Chain Management at Mayo Clinic and a member of the Bellwether League’s Class of 2017. “A strong collaboration between IT and Supply Chain is absolutely essential in today’s health care environment. Working closely on negotiating IT systems and solutions as well as medical equipment that requires network access are just two examples of such collaboration. More recently, the advent of cybersecurity risks, third party risk management, data distribution, privacy, security, etc., are all reasons why such collaboration is a necessity.”

Productive, sustaining relationships begin with common values.

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Improving Surgical Site Infection PreventionC O L L A B O R A T O R

I N S I G H T S

Costly to Hospitals, Harmful to PatientsSurgical site infections (SSIs) remain one of the most prevalent and costly hospital-acquired infections (HAIs). Characterized as an infection on the body where surgery took place, SSIs occur in 2-5% of inpatient surgeries and can increase risk of death by 2- to 11-fold.1

SSIs on average increase hospital length of stay by 11 days and are one of the most common reason for unplanned readmissions.2,3 Amongst the top five HAIs, SSIs are the costliest, accounting for $3.2 billion in annual costs for acute care hospitals.4 These substantial clinical and economic consequences associated with SSIs underscore the necessity of preventive technology that minimizes harm to patients.

J o n o t h a n T i e r c e C P h i l , P r i n c i p a l , M o n u m e n t A n a l y t i c s

F r a n c i n e C h i n g c u a n c o M H S , S e n i o r A n a l y s t , M o n u m e n t A n a l y t i c s

Surgeons and hospital administrators stand at the threshold of better technology for patient safety. Surgeons maintain the philosophy “first, do no harm,” implying that they are willing to invest in technology that optimizes patient safety, while administrators have a greater challenge in exploring the cost-benefit balance to determine the best investment for the hospital.

“When considering an upfront investment in new, preventive technology, it’s important to consider what the hospital will ultimately save on expenses related to associated, adverse events in the long run, ultimately translating into improved performance in quality measures. Being able to quantify a return on investment (ROI) is key  to justifying  incremental hospital budgeted dollars. More importantly, investments on proven advances in infection prevention is the right thing to do for our at-risk patients,” said Amy Deutschendorf, RN, MS, former VP for Care Coordination at Johns Hopkins Medicine.5

A Simple Solution for Reducing InfectionSterile surgical gloves protect against pathogen transmission between providers and patients. However, while surgical guidelines recognize

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the importance of techniques such as double-gloving, there is a paucity of discussion regarding glove quality.

Glove failure is common, with perforation rates ranging from 18.3% to 73% per surgery.6,7 Perforation can increase SSI risk, compromise provider safety, and trigger other consequences such as extended operating room (OR) time in order to change gloves and ensure wound sterility. Given the consequences of perforation, greater emphasis is needed in minimizing the likelihood of glove failure.

Surgical gloves are FDA-regulated to ensure they meet minimally acceptable criteria such as leak resistance. However, not all gloves perform equally. There has been as high as a 3.5-fold difference in perforation rates amongst glove brands.8 Furthermore, though there is concern that durability comes at the expense of reduced feeling for the surgeon, high-quality surgical gloves are formulated to maximize durability without compromising surgeon dexterity.

The value of high-quality surgical gloves is best demonstrated by a cost-benefit analysis. Though costs for gloves which deliver the highest quality of care is more expensive by a few dollars per surgery compared to average costs for standard surgical-grade gloves, these costs are offset by savings due to averted OR stalls and SSIs. Investing in something as simple as maximally durable surgical gloves ends up paying for itself with one averted SSI case per year (Figure 1 above).

According to Dr. William Padula, a health economist at the University of Southern California, use of high-quality surgical gloves could result in significant hospital savings. “We were interested in quantifying the value of more durable, higher-quality surgical gloves. We found that for a 100-bed hospital, a 3.5-fold reduction in intraoperative glove failure results in 8.4 averted SSIs per 10,000 surgeries. Hospitals could save approximately $56,000 for every SSI averted, which translates to more than $500,000 in savings per 10,000 surgeries. Savings due to averting one SSI would offset the costs of

a year’s supply of high-quality biogel surgical gloves. We found that for every dollar spent on biogel surgical gloves, the hospital would save $18.68. It would only take less than one month to reach ROI.” (Figure 2 below)9

Bottom line, better SSI prevention can be accomplished through investing in high-quality surgical gloves, which improves both patient safety and hospital savings. Investing in high-quality preventive tools underscores a general concept that what’s best for the patient is best for the hospital, and high-quality surgical gloves provide a promising, low-risk, high reward investment for hospitals.

References 1 Ban KA, Minei JP, Laronga C, Harbrecht BG, Jensen EH, Fry DE,

Itani KM, Dellinger EP, Ko CY, Duane TM. American College of Surgeons and Surgical Infection Society: surgical site infection guidelines, 2016 update. Journal of the American College of Surgeons. 2017 Jan 1;224(1):59-74.

2 Zimlichman E, Henderson D, Tamir O, Franz C, Song P, Yamin CK, Keohane C, Denham CR, Bates DW. Health care-associated infections: a meta-analysis of costs and financial impact on the US health care system. JAMA internal medicine. 2013 Dec 9;173(22):2039-46.

3 Merkow RP, Ju MH, Chung JW, Hall BL, Cohen ME, Williams MV, Tsai TC, Ko CY, Bilimoria KY. Underlying reasons associated with hospital readmission following surgery in the United States. Jama. 2015 Feb 3;313(5):483-95.

4 Zimlichman E, Henderson D, Tamir O, Franz C, Song P, Yamin CK, Keohane C, Denham CR, Bates DW. Health care-associated infections: a meta-analysis of costs and financial impact on the US health care system. JAMA internal medicine. 2013 Dec 9;173(22):2039-46.

5 Interview with Amy Deutchendorf, Johns Hopkins Hospital, Baltimore, MD on February 2, 2019.

6 Mistelli H, Weber WP, Reck S, et al. Surgical glove perforation and the risk of surgical site infection. Arch Surg, 2009;144(6):553-558.

7 Jid LQ, Ping MW, Chung WY, Leung WY. Visible glove perforation in total knee arthroplasty: risk and consequences. Journal of Orthopaedic Surgery. 2017 Feb 22;25(1):2309499017695610.

8 MHC Study #G09-005, Assessed on March 31, 2019 at: www.clinicaltrials.gov

9 Interview with Dr. William Padula, University of Southern California, Los Angeles, CA on February 2, 2019.

Figure 2. Return on investment within 12 months can be achieved by investing in high-quality surgical gloves simply by avoiding 1 or 2 cases of surgical site infection.

Figure 1. Cost-benefit tradeoff between higher upfront costs for better preventive technology and reduced greater downstream costs of surgical site infections.

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Five Ways to Overcome Resistance to Optimizing the Supply Chain C O L L A B O R A T O R

I N S I G H T S

Head-Scratching Statistics A typical hospital can save $11M or 17.7% per year by optimizing supply chain management (SCM).1 With data so compelling and the cost of inaction so high, it’s puzzling why our recent survey found that only 19% of hospitals have adopted specialized SCM solutions.2

While hospital executives recognize the value of containing supply chain costs, nearly one-fifth of hospitals don’t analyze supply chain at all, according to the survey, and many are performing only basic functions for supply chain management, such as tracking inventory. This means they’re missing out on sophisticated data analytics capabilities that can reveal important opportunities to cut waste and costs.

Getting Stakeholder Buy-In Is HardImproving supply chain management would seem to be low-hanging fruit for health systems struggling with ever-thinner margins. While obtaining the technology may be straightforward, getting buy-in from those who must implement and use the technology is not.

Stressed nursing staff today are managing a growing number of complex procedures that require expensive supplies, such as the hardware implants used in total hip and knee arthroplasties, which are expected to increase 41

percent by 2030.3 At the same time, more of these procedures are moving to bundled payment models under value-based care initiatives, requiring providers to carefully monitor costs and judiciously use supplies while enhancing patient outcomes.

With these forces at work, I’m left wondering why most of the operating rooms I’ve visited in the past few years do not have the ability to capture their cost per case. I believe it boils down to this: It’s hard to get accurate and timely data using manual or homegrown approaches – which our 2019 survey showed is the approach taken by nearly four in 10 hospitals.

While change – especially in the OR – is not easy, a hospital that overcomes this inertia can achieve improved efficiency, enhanced quality of care, and significant cost savings. To lessen the natural resistance to changing the status quo, here is a guide to addressing the unique needs of five supply chain stakeholders to help them recognize the benefits of an advanced, purpose-built SCM solution.

1. Executives / non-clinical leaders: Many hospitals are preparing to take on more financial risk,4 making it critical for executives to calculate the cost of care. With an SCM analytics solution, executives can view enterprise-wide data on usage and costs that drill down to the provider, procedure or specialty. Most hospital leaders agree that accurate data analytics facilitate decision support – these insights can be used to increase standardization and lower supply costs. This tactic leads to benefits like avoiding staffing reductions or other more painful ways of

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improving margins, providing value to payers, and improving the organization’s cost basis.

2. Perioperative nursing leaders: Increasingly tasked with analyzing and controlling total procedure costs, these leaders care about how a solution can provide insights that will help them manage perioperative supply chain services – forecasting, ordering, consumption, waste, returns, product regulatory data and costs.

Managing physician preference items and optimizing preference cards is a critical focus

because these items can consume 40-60% of the total supply budget.5 In a typical OR, especially in procedures with high-cost implants, surgeons often use multiple suppliers, increasing variation and costs. Having an SCM solution that can minimize variation on preference cards can reduce time and costs significantly, creating timely, accurate supply management and ready answers to questions such as, ‘How are we billing for a specialty item, and is it reimbursable?’

3. Clinical staff: It’s important to demonstrate that an SCM solution can reduce the time

spent searching for supplies by providing real-time, actionable data. This data enables staff to quickly identify and address issues, increase accuracy, and reduce the time spent on tedious tasks like keying in long product numbers for OR items. Staff can also use analytics and AI with tools like barcode scanners and comprehensive materials datasheets to perform supply forecasting.

4. Physicians / surgeons: Many physicians are willing to consider alternative products when presented with reliable and timely benchmarking data, especially when they’re actively involved in selection and deployment. Physicians value the ability to have the right supplies on hand at the right time, linking supply choices to patient outcomes, and having the ability to compare those patient outcomes.

Intermountain Healthcare found that involving orthopedic surgeons in the process and demonstrating that cost savings would be passed on to patients enabled them to reduce the number of suppliers and negotiate price reductions.6

5. IT staff: As health systems strive to share a single EHR system, many IT staff have been tasked with transitioning a succession of entities to the new EHR, adding a significant burden to their normal workload. To overcome objections from this stakeholder group, assure them that the SCM solution will be cloud-based, which limits the need to purchase and maintain additional hardware, and will easily interface with the EHR, ERP, and MMIS.

If your hospital is like most, you can no longer afford to fly ‘blind’ when it comes to SCM, risking margin opportunities today, as well as opportunities to safely take on risk-based contracts that are likely crucial to your future survival. The information in this article can help you predict, confront and overcome the resistance you are likely to face from these five key supply chain stakeholders.

References1 https://www.navigant.com/insights/healthcare/2018/

supply-chain-analysis.2 Sage survey/Syft market report.3 https://www.ncbi.nlm.nih.gov/pubmed/30180053.4 https://www.healthcaredive.com/news/acos-may-need-

stronger-financial-incentives-like-downside-risk-to-succeed/558078.

5 https://blog.definitivehc.com/reigning-in-hospital-supply-costs-and-physician-preference-item-spending.

6 https://www.24-7pressrelease.com/press-release/463995/intermountain-healthcare-saves-millions-of-dollars-teaming-with-surgeons-to-negotiate-lower-prices-on-supplies.

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AHRMM Diamond Chapter SpotlightA H R M M

D I A M O N D C H A P T E R

S P O T L I G H T

AHRMM HAS MORE THAN 30 affiliated chapters throughout the United States advancing the health care supply chain profession on a local and regional level by hosting professional programs and events.

Participation with AHRMM affiliated chapters is open to all persons involved in the materials functions of health care facilities, or are active in the health care materials supply chain, including manufacturers, vendors, distributors, and group purchasing organizations.

AHRMM Affiliated Diamond Chapters have demonstrated long-term excellence in the areas of membership development, chapter programs and services. Diamond level affiliation is the highest level of chapter affiliation with AHRMM.

Arizona Health Care Materials Management Association (AHMMA)The Arizona Health Care Materials Management Association is a Diamond Affiliated Chapter of AHRMM. The AHMMA mission is to recognize and address the complexities of the health care supply chain, to elevate the value and impact of the supply chain profession, and to provide a forum for dialog among participants.

Website: www.ahmma.org

California Association of Healthcare Purchasing and Materials Managers (CAHPMM) The California Association of Healthcare Purchasing and Materials Managers is a Diamond Affiliated Chapter of AHRMM established in 1973.

CAHPMM is a membership group for health care supply chain professionals located in the western states area. CAHPMM strives to provide affordable education, information and resources necessary for its members to remain at the top of their field and consistently add value to their organizations.

Website: www.cahpmm.org.

Healthcare Materials Management Society of New Jersey (HMMS-NJ)The Healthcare Materials Management Society of New Jersey is a Diamond Affiliated Chapter of AHRMM. HMMS-NJ is committed to advancing the profession by providing professional development, education and networking opportunities to its membership.

Website: www.hmms-nj.org.

The Western Pennsylvania Chapter of AHRMMThe Western Pennsylvania Chapter is a Diamond Affiliated Chapter of AHRMM. THE Western Pennsylvania Chapter is committed to promoting efficiency in health care procurement, inventory, distribution and other allied logistical and contracting functions of material management in Western Pennsylvania and the surrounding areas.

Website: www.ahrmm-wpa.org

Kansas Association of Healthcare and Materials Management (KAHRMM)The Kansas Association for Healthcare Resource and Materials Management is a Diamond Affiliated Chapter of AHRMM. KAHRMM is committed to advancing the profession of health care purchasing and materials management through training, mentorship, collaboration and networking opportunities to its members.

Website: www.kha-net.org

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Mid-Atlantic Society of Healthcare Materials Management (MASHMM)The Mid-Atlantic Society of Healthcare Materials Management is a Diamond Affiliated Chapter of AHRMM. MASHMM is committed to advancing the profession by bringing together key health care logistics personnel to promote efficiency and productivity in the field on a local level.

Website: www.mashmm.org

Minnesota Chapter of AHRMMThe Minnesota Chapter of AHRMM is a Diamond Affiliated Chapter. The Minnesota Chapter of AHRMM is committed to providing its members with professional development, education and networking opportunities.

Website: www.mcahrmm.com

North Texas Association of Healthcare Resource and Materials ManagementThe North Texas Association of Healthcare Resource and Materials Management is a Diamond Affiliated Chapter of AHRMM. The North Texas Chapter is dedicated to the education and networking for health care supply chain professionals in North Texas.

Website: www.northtexasahrmm.org

South Carolina Society of Hospital Materials ManagementThe South Carolina Society of Hospital Materials Management is a Diamond Affiliated Chapter of AHRMM. The South Carolina Society of Hospital Materials Management is committed to providing networking, education and professional development opportunities to health care supply chain professionals in South Carolina.

Website: www.scha.org

Texas Gulf Coast Supply Chain Chapter of AHRMMThe Texas Gulf Coast Supply Chain Chapter is a Diamond Affiliated Chapter of AHRMM. The Texas Gulf Coast Chapter of AHRMM is committed to advancing opportunities for health care supply chain professionals in North Texas.

Website: www.texasgulfcoastsupplychain.org

Western States Healthcare Materials Management Association (WSHMMA)The Western States Healthcare Materials Management Association is a Diamond Affiliated Chapter of AHRMM. WSHMMA was established in 1964 and defines its regions as Washington, Oregon, Alaska, Idaho and Montana. WSHMMA is committed to advancing the professional on a local level by providing its members with education, networking and professional development opportunities.

Website: www.wshmma.org

The January/February issue of Supply Chain Strategies & Solutions will highlight AHRMM Gold Affiliated Chapters.

To learn more about AHRMM Affiliated Chapters, please visit: www.ahrmm.org/ahrmm-affiliated-chapters

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AHRMM Education in 2019A H R M M E D U C A T I O N

Coming Soon: A New On-Demand Education Portal In February 2020, The AHRMM Learning Center will transition to a new online learning management system (LMS) to provide AHRMM members with a powerful, award-winning learning platform. AHRMM will develop user guides for the new LMS and create short webcasts to ensure that all AHRMM members can navigate the new platform.

All education activities in the current AHRMM Learning Center must be completed by Friday, January 31, to receive CEs and claim education certificates.

To learn more about the upcoming AHRMM Learning Center change, please visit ahrmm.org/education.

An award-winning, powerful learning platform, connecting learners to transformative education and certification programs.

Live Webinars:18 live webinars (Free for AHRMM members)ISTOCK.COM/LYSENKOALEXANDER

On-Demand Webinars: 18 on-demand webinars in 2019ISTOCK.COM/LYSENKOALEXANDER

Webcasts:21 webcasts in 2019 Subscribe to AHRMM on YouTube: www.youtube.com/c/AHRMMISTOCK.COM/VECTORIOS2016

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e-Learning Course: 1 new e-learning course Customer Service in Health Care Supply Chain: Certificate CourseRAUF ALIYEV/SHUTTERSTOCK.COM

Tools: 5 new tools in 2019SARAVECTOR/SHUTTERSTOCK.COM

Podcasts: 10 podcasts in 2019Follow AHRMM on Soundcloud: www.soundcloud.com/ahrmm JAMBRONK/SHUTTERSTOCK.COM

To access all AHRMM education, resources and tools, please visit www.ahrmm.org/knowledge-center.

2019 was a busy and exciting year for AHRMM Education! This visual guide showcases the number of new education products, resources and tools released this year.

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New Provider Representative

Brian Dolan, CMRP, MHSA, Senior Director, Supply Chain, The University of Kansas Health System

Interested in running for the AHRMM Board in 2020? Start preparing now by reviewing the AHRMM Election FAQ page at www.ahrmm.org/election-FAQs

Introducing the Newly Elected 2020 AHRMM Board Representatives A H R M M

N E W S

2020 AHRMM Board Chair

Steve Kiewiet, CMRP, FAHRMM, Chief Commercial Officer, Intalere

New Provider Representative

Karen Morlan, CMRP, MBA, Vice President, Supply Chain Operations, Vanderbilt University Medical Center

CONGRATULATIONS TO THE newly elected 2020 AHRMM Board members! The new board representatives will begin their three-year term on January 1, 2020.

AHRMM would like to thank every member who voted, and all of the candidates who participated in the election for their leadership and dedication to AHRMM.

The new chair-elect of the 2020 AHRMM Board is Steve Kiewiet, CMRP, FAHRMM, chief commercial officer, Intalere.

In addition, the AHRMM membership elected two new provider representatives, Brian Dolan and Karen Morlan, along with one new affiliate representative, Tim Bugg.

Congratulations to the newly elected AHRMM Board Representatives!

New Affiliate Representative

Tim Bugg, CMRP, President and CEO, Capstone Health Alliance

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Immediate Past Chair Teresa L. Dail, RN, BSN, CMRP Chief Supply Chain Officer, Vanderbilt University Medical Center

Affiliate Representative Christopher O’Connor, CMRP, ACHE President & CEO, Acurity, Inc. | Nexera, Inc.

Provider Representative Edmond (Ed) D. Hardin Jr., CMRP, FACHE Vice President, Supply Chain, Froedtert Health

Provider Representative Dennis Mullins, MBA, CMRP Senior Vice President, Supply Chain Operations, Indiana University Health

AHRMM Honors Outgoing 2019 Board Members

IT TAKES A very extraordinary person to serve on the AHRMM Board and these board members have demonstrated exceptional skills, expertise and dedication. Our board members come from different health care organizations from across the country and provide AHRMM with hands-on leadership to ensure the advancement of health care supply chain.

AHRMM honors these outstanding board members whose terms are ending in December 2019. All three individuals have demonstrated a deep commitment of time and effort toward development of AHRMM and its members. We wish them many more personal and professional achievements and hope that they stay connected to AHRMM for many years to come.

A H R M M N E W S

We thank you for your time and commitment!

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A H R M M N E W S

Congratulations to our newest CMRPs certified in August and September 2019

NATIONALLY RECOGNIZED, the Certified Materials & Resource Professional (CMRP) is a leading credential based on sound assessment that provides distinction in an increasingly competitive marketplace. CMRP status provides both internal and external rewards. CMRPs enjoy the pride of recognition of being among the elite in a critical field of health care.

August 2019 CMRPsMargaret McLean, Butte, MTLisa Maxted, Middletown, NJApril Loy, Mount Juliet, TNFreddie Ratliff, Clover, SCJennifer Miller, Sandusky, OHJames LeRoy, Seattle, WAAnne Gorman, Manchester, CTKate LaBoone, Lexington, KYValerie Allred, Salt Lake City, UTAmber Bolas, Phoenix, AZ

September 2019 CMRPsDavid Hernandez, Ridgewood, NY Dorinda Dennis, Mansfield, TXKatie Quigley, Kansas City, MOConnie Bean-Tanksley, Kansas City, MOPamela Metcalfmadler, South Windsor, CTChan Rajaram, Frederick, VAJeffery Tietz, Kansas City, MOJustin Sinclair, Kansas City, MOKate Tilden, Overland Park, KSJeremy Fuhr, Grand Rapids, MINicholas Weightman, Bethesda, MD

Lisa Knight, Georgetown, SCDina Walden, Portland, ORRadu Tudorache, Portland, ORChristopher Gonzales, Dover, DEMeg Williams, Ellwood City, PAGillian Taylor-Dorsett, Pittsburgh, PA Deborah Bradford, Lexington, KY Thomas Powell, Vienna, OH

*James Kober, Allentown, PA (Received in May 2019)

AHRMM Fellow ProgramDemonstrate Your Value and Expertise in a Competitive Marketplace. Earn Your FAHRMM Designation With AHRMM.

AHRMM Fellow Designation The designation of AHRMM Fellow (FAHRMM) recognizes current AHRMM members for reaching the highest level of education and achievement in the association and materials management.

FAHRMM status is awarded to active members, with a valid CMRP credential, who have excelled in specific areas in the health care supply chain, and have submitted an acceptable, original and unpublished paper on a current aspect of materials or supply chain management.

First-Time FellowsAn AHRMM member with a valid CMRP credential may apply for the FAHRMM designation two years from the date in which certification was received. Points submitted must have been accumulated by the applicant after attaining CMRP certification.

First-time fellows must have a total of 19 certification points and must submit a topic summary and outline in advance of submitting a paper.

Once approved, applicants must submit a written paper for acceptance by the AHRMM Fellow Review Committee.

General criteria and point values are further outlined in the Fellow Program Application below. Any points earned prior to CMRP certification will not be accepted towards receiving FAHRMM status.  

Please visit www.ahrmm.org/fellow-program to learn more about the AHRMM Fellow Program and to download the application.

To learn more about the Certified Materials & Resource Professional Credential, please visit: www.ahrmm.org/education/cmrp

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Volunteer for an AHRMM Committee in 2020 A H R M M N E W S

AHRMM IS CURRENTLY accepting applications for committee volunteers in 2020. AHRMM Committees have an integral role in the overall success of the association year after year.

By volunteering for an AHRMM Committee, you are afforded various networking and leadership opportunities to enhance your status in the field.

2020 Committees:• Annual Conference Education

Committee• Chapter Relations Committee• Education Committee• Fellow Review Committee

(must be an AHRMM Fellow)• Membership Committee• Issues & Legislative Committee

Please visit ahrmm.org to review AHRMM Committee charges and consider where your interests and skills may align. The call for volunteers is distributed to AHRMM members in the fourth quarter of each year via AHRMM member communications.

For more information, please contact member engagement specialist, Kimberly Green at kgreen2@aha.org.

MARK YOUR CALENDAR to join us for AHRMM20 in Austin, Texas, July 26-29, 2020. The AHRMM Conference & Exhibition is the leading education event and the central

meeting place for providers, affiliates, and exhibitors working in all facets of health care supply chain.

Early bird registration opens in February 2020. Learn more by visiting ahrmm20.org.

ISTOCK.COM/MIKOLETTE

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A H R M M N E W S

A look back at National Health Care Supply Chain Week: October 6-12, 2019

EACH YEAR, the first full week of October is dedicated to recognizing and celebrating health care supply chain professionals for their outstanding contributions to health care and the overall success of the supply chain. Sponsored by AHRMM, National Health Care Supply Chain Week (SC Week) provides an opportunity to recognize the integral role supply chain professionals play in delivering high-quality patient care throughout the health care field. 

This year SC Week took place on October 6 - 12 and the theme was Advancing Health Care Through Clinical Integration.

SC Week celebrates all supply chain professionals for their hard work and strategic value, ensuring organizations thrive and succeed in today’s health care landscape. Thank you to of those who actively participated in SC Week activities and recognized your health care supply chain staff!

This year in celebration of SC Week, AHRMM encouraged supply chain professionals to share photos of their teams and celebrations.

The Supply Chain Team at New York Presbyterian Hospital in New York, NY.The Supply Chain Team at Palmdale Regional Medical Center in Palmdale, CA.

The Supply Chain Team at Oishei Children’s Hospital in Buffalo, NY.The University of Kansas Health System Supply Chain Department in Kansas City, KS.

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CONSULTINGOC Reilly, Inc. .......................................................................................................... 21 www.ocreilly.comSterile Concepts ..................................................................................................... 21 www.mobileinstrument.comCONTRACT MANAGEMENT SOFTWARECobblestone Software ............................................................. 22, Inside Back Cover www.cobblestonesoftware.comFACILITIES PLANNING Pegasus Medical Concepts ...................................................................................... 8 www.medicalstoragesolutions.comFURNITUREChampion Manufacturing Inc. .......................................................................... 12, 22 www.championchair.comGROUP PURCHASING ORGANIZATIONSHealthTrust ..................................................................................Outside Back Cover www.healthtrustpg.comINVENTORY SOLUTIONSPegasus Medical Concepts ...................................................................................... 8 www.medicalstoragesolutions.comMEDICAL DEVICE REPROCESSINGPegasus Medical Concepts ...................................................................................... 8 www.medicalstoragesolutions.comMEDICAL/SURGICAL PRODUCTSCook Medical ............................................................................................................ 5 www.cookmedical.comPARKING SERVICESParkMed, Inc. ................................................................................ Inside Front Cover www.ParkMed.org

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PERSONAL PROTECTIVE EQUIPMENT (PPE)Molnlycke Health Care.............................................................................................. 6 www.molnlycke.usSHELVING/STORAGEPegasus Medical Concepts ...................................................................................... 8 www.medicalstoragesolutions.comSURGICAL INSTRUMENT REPAIR & MAINTENANCEMobile Instrument Service & Repair ......................................................................... 3 www.mobileinstrument.comPegasus Medical Concepts ...................................................................................... 8 www.medicalstoragesolutions.comSURGICAL SLUSHC Change Surgical ..................................................................................................22 www.cchangesurgical.com

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