The healthcare industry is notable for complex contracting process, but recent trends in payment models and the continued volume of mergers and acquisitions are bringing new challenges. Overall, these developments emphasize the need for a holistic view of healthcare and for identifying a total cost of care, which is critical for success with a bundled-payment model. These external forces are driving changes internally for supply chain earlier in the process in managing contracts.
Managing contracts and compliance data is a challenge for healthcare organizations today. The process often involves people and departments across the organization requiring a secure but nimble system for tracking negotiations and approvals. Current regulations require healthcare providers to know more about who they are doing business with and to manage their vendor population with consistent scrutiny to maintain accurate data. Adding to the complexity, with mergers becoming more common, hospitals are seeing an increase in the number of local contracts along with contracts that fall outside of med-surg that need to be maintained as well. As a result, organizations need to interact with contracts in new ways, with more flexibility while maintaining even more data and security.
Healthcare providers need visibility into vendor contracts across the entire organization in order to drive contract compliance, consolidate vendor spend and reduce supply costs. At the heart of improving transparency and visibility is an effective contract management strategy. Without it, organizations lack the ability to obtain and access the data necessary to make smart purchasing decisions and maximize cost savings opportunities.
Healthcare contracting is a highly complex, multi-step process and cutting costs in contracting is directly attributed to pricing alignment. The lack of pricing synchronization across supply chain constituents creates pricing errors that result in significant rework between providers and suppliers. In addition, suppliers and distributors require numerous back office personnel to support the highly complex rebate and chargeback process necessary to support group purchasing contracts.
By Ronda Wirth, Procurement Operations Manager, Supply Chain Management, Northern Arizona Healthcare
At Northern Arizona Healthcare (NAH), we believe paying any price for a product other than what has been negotiated with the supplier is a disservice to our customers. But doing so is easier said than done.
I had the pleasure during GHX’s recent Supply Chain Summit to participate in one of the conference’s most heavily-attended sessions: a four-way conversation among manufacturers, distributors, GPOs, and providers about what needs to be done to better align pricing in the healthcare supply chain. Joining me in the session were some industry heavyweights: Del Jackson, Vice President of Contract Operations with Premier; Debra Gelman, Vice President of Channel Operations with Care Fusion; Dena Jackson, Director of Supply Chain with Anne Arundel Medical Center; and Steve Inacker, President of Hospital Sales & Services with Cardinal Health, along with Jan McCue, Vice President, Corporate Accounts from GHX.