A Smooth-Flowing Supply Chain

today's surgicenter magazine sat down with Judson Boothe, marketing director of medical supplies with Roswell, Ga.-based Kimberly-Clark Health Care; and Scott Jackson, vice president of the surgery center division of San Francisco-based McKesson Corp., to discuss best practices concerning materials management. Here is what they had to say:

How can a center best ensure that they have an ample supply of materials for its case mix, yet not go over budget or boast surplus?

Boothe: As an ambulatory surgery center (ASC) starts to grow as a center, materials managers should look at what standardization programs are available with their suppliers to optimize their use of products based on procedures. After a procedure is completed, materials managers should determine which supplies are being utilized and which are not. Based on that evaluation, materials managers can work to have unused supplies removed from trays.

Jackson: Materials managers should stay current on preference cards and make certain that they utilize their materials management system to automatically decrement supplies after case completions. Also deal with suppliers that allow you to order daily, in low units of measure.

What is the best way to address the increased demand and higher turnaround rates in today’s ASCs?

Boothe: Accuracy, reliability and quality products are essential to meeting and exceeding operating room (OR) demands. ASCs should create custom procedural trays that are branded and equipped with the necessary component to reduce time and inventory space, which will improve the bottom line savings.

Jackson: You need to first determine how your OR turnaround and throughput compares to other ORs with similar case mixes. There are benchmarking systems available that will allow you to do this. Once you have these data, you can then utilize it to manage your team to improve where needed.

If you could offer one truly usable tip to ASC administrators and materials managers, what would that one piece of sage advice be?

Boothe: Materials managers, OR staff and doctors should have a fluid relationship. Materials managers need to thoroughly understand the procedures and staff’s product needs so that they can clearly communicate requirements to the manufacturer and distributor.

It is important to address every individual issue which will improve bottom line savings. Be compliant with your GPO (group purchasing organization) to help ASCs accelerate performance improvement services on both clinical outcomes and supply chain cost.

Jackson: The effective utilization of supply chain inventory technology is key. Whether you are a one OR single specialty, or an eight OR multi-specialty center, there are supply chain inventory systems out there that interface with the vendor community and provide very basic and complex inventory management functions. From the basic proprietary Web-based, vendor online ordering systems, to the advanced multi-vendor subscriber-based inventory systems, there are many to choose from. The key is to do your research. Ask vendors and other ASCs what they recommend. Many distributors have come a long way in their inventory management system offering. Bar coding is becoming common. Also, make certain that whatever system you choose, it interfaces with your software system if possible. If you are ordering by fax/phone/sticky pad and or any paper-based system, it’s time to start looking for a way to upgrade how you manage your ASCs supply chain.