The landscape of patient care is rapidly shifting outside of the traditional hospital setting. 95% of patient visits are now taking place outside of the hospital. This new way of receiving care is also driving the complexity of how clinicians deliver treatment. This change requires a new way of managing your supply chain throughout your entire health system. Managing the broad spectrum of care settings requires solutions developed for the unique requirements of each facility, from the physician office to the patient’s home.
We’ve heard from health systems customers that non-acute averages 2% of product spend, yet drives 30% of headaches.
New challenges require a different approach to managing your supply chain, including:
- Integrating new patient care sites into your system
- Extending a standardized infrastructure including products and programs across your facilities
- Preventing patients from being readmitted to the hospital and encouraging patient care compliance with their post-acute care instructions
- Addressing regulatory challenges of having multiple product and pharmaceutical supply chains
- Maintaining clinician and patient satisfaction across your non-acute care sites
The non-acute continuum: Complicated. Fragmented. And full of opportunity.
Take Control of Your Non-Acute Care Continuum
We help to cut through the complexity and bridge potential gaps through our expertise in distribution. In order to capitalize upon health system’s hidden opportunities, it is important that health systems take these four pillars into account in building a strong, future-forward continuum of care.
1 | Supply Chain Operations
Operate an integrated supply chain that reduces operation expenses, eliminates waste and improves productivity across hundreds of locations and many care settings.
2 | Financial Performance
Drive down costs while also focusing on service levels, quality of care and patient satisfaction.
3 | Clinical Infrastructure
Build a system of facilities and capabilities designed to expand patient access and advance the quality of care.
4 | Leading Change
Overcome organizational inertia by aligning stakeholders, resources and planning processes to successfully execute initiatives.
Managing Hundreds of Micro-Supply Chains
The greatest waste in non-acute is not supply costs. It’s time.
Supply Chain Operations
• Integrated supply chain across non-acute care settings – from physician’s office to the patient’s home
• Single source for medical-surgical, pharmaceuticals and laboratory
• Service model that meets regulatory, cold chain and lot sequestration requirements
• Process automation for ordering, inventory and back-office
• Analytics for measuring performance and identifying operation improvements
• Effectively integrate acquisitions and facilitate office set-ups
• Resources and processes to lead change
Leveraging Your Financial Goals
Reduce operating expenses without impacting patient care.
• Align cost source/GPO strategy to reduce supply costs
• Customized service model to meet operational objectives: reduce expenses, eliminate waste and improve productivity
• Drive standardization, formulary management and contract compliance
• Analytics that provide transparency to spend, benchmarking and cost savings opportunities
95% of Patient Visits are Outside of the Hospital
Is your health system designed to meet ever-changing customer expectations?
• Lab program designed to improve productivity, physician consultations, patient compliance and satisfaction
• Office and OR productivity, data capture and workflow solutions/equipment
• Patient care programs for chronic care management, infection prevention and avoiding readmissions
• Product and process standardization to remove variability
• Post-acute care program designed to help manage patient care after they leave your facilities
• Patient home delivery program that sends supplies to the patient and bills their insurance
• Leverage the latest products, cutting-edge equipment and new technology from manufacturers
Leading Change Requires Planning
Having the right resources on hand can help drive systematic changes.
• Stakeholder engagement to align objectives
• Process assessment, evaluation and recommendations
• Implementation and communication plan
It takes a team of specialists:
Account lead • Implementation manager • Contracts manager • Operations manager • Lab consulting team • Pharmaceutical specialists • Lean Six Sigma consultant • Business process automation consultants • Clinical support team
MedTrainer helps your facility manage your compliance training, including OSHA, HIPAA and accreditation trainings, in one affordable, easy-to-use learning management system. For medical practices, surgery centers, health systems, laboratories and clinics