THE GUTHRIE CLINIC

logistics and medicine together .

“ We are certainly seeing improvements ,” Jackson states . “ We ’ ve been able to standardize across systems and across all our entities so that we ’ re following the same protocols as they relate to supply chain . For example , each of our entities had a separate process just for our equipment request process , using different forms – some manual , some automated – but now we ’ ve developed a committee where everybody is participating together and submitting requests through one executive-level team .”

Value analysis has also been a focus , looking not just at product pricing but at utilization and variation of care . This is where the evidencebased workflow comes in , feeding into the company ’ s ability to deliver quality care . It is vital for Guthrie that medical professionals are involved with this , says Jackson . “ You can ’ t do it without that

collaboration . Historically we ’ ve looked at ourselves [ in supply chain ] as a support team – we ’ re here to support the clinicians and physicians . As part of this transformation , in rethinking our place in the business we ’ ve positioned ourselves not just as a support team , but equal partners . We have to work very closely with medical professionals to understand how they ’ re using the products and to understand how it ties to clinical outcomes .

“ At first , their attitude was ‘ Yes , we ’ re behind you ,’ and I replied ‘ I ’ d rather have you beside us ’.”

The strictly-regulated world of medical care means both high levels of control and strong , trustful relationships with partners . Jackson specifies that the vendors Guthrie utilizes must align with the company ’ s vision , as well as bringing their own value-added services .

Guthrie relies heavily on its partners , and some systems on this side of logistical operations are not yet integrated , making communication

78 December 2017