How Value Analysis Can Gain Strategy Acceptance for the Global Sourcing Program Throughout the Entire Organization
May 30, 2017
Five part series:
Now that the team has been developed, [Part Two] and has been introduced to the global sourcing concept including the clinical and financial benefits it can provide your organization, it is time to gain strategy acceptance.Building strategic consensusTimeline tracking documents laying out every step that needs to be completed and by whom are important for an efficient program launch. Organizations that have successfully done so, like NewYork-Presbyterian & ROi Mercy have proven that the established timeline kept them on track assuring a smooth transition. Case studies have shown that hospital-wide program buy-in is made easy by sharing real metric driven outcomes from other hospitals that are currently taking advantage of the opportunities and value global sourcing provides.The capabilities and solutions associated with the global sourcing program must ensure equivalence or increased clinical utility, cost savings, high fill rate levels and improvements in patient satisfaction. They should be supported by case studies from some of the most highly ranked hospitals in the country in order to achieve strategic acceptance from the team as a whole.The communication launch and beyondBy introducing the UP↑, DOWN↓& OUT→ methodology to your value analysis committees, clinicians, and senior leadership, you will be able to reach both your financial and clinical goals.
How Value Analysis Teams (VAT) can improve overall quality, reduce costs and positively impact patient experience by engaging in global sourcing.
Part Three – How Value Analysis Can Gain Strategy Acceptance for the Global Sourcing Program Throughout the Entire Organization
Now that the team has been developed, [Part Two] and has been introduced to the global sourcing concept including the clinical and financial benefits it can provide your organization, it is time to gain strategy acceptance.Building strategic consensusTimeline tracking documents laying out every step that needs to be completed and by whom are important for an efficient program launch. Organizations that have successfully done so, like NewYork-Presbyterian & ROi Mercy have proven that the established timeline kept them on track assuring a smooth transition. Case studies have shown that hospital-wide program buy-in is made easy by sharing real metric driven outcomes from other hospitals that are currently taking advantage of the opportunities and value global sourcing provides.The capabilities and solutions associated with the global sourcing program must ensure equivalence or increased clinical utility, cost savings, high fill rate levels and improvements in patient satisfaction. They should be supported by case studies from some of the most highly ranked hospitals in the country in order to achieve strategic acceptance from the team as a whole.The communication launch and beyondBy introducing the UP↑, DOWN↓& OUT→ methodology to your value analysis committees, clinicians, and senior leadership, you will be able to reach both your financial and clinical goals.- UP↑, Quality UP: global sourcing can help you achieve the highest standards of quality. Your global sourcing partners will continue to work with your value analysis committees to engineer products to their desired specifications and quality requirements.
- DOWN↓, Risk Down: Transparency, from production to consumption, including quality, financials and working conditions, is the cornerstone of your relationship with your global sourcing partner.
- OUT→, Cost Out: Your global sourcing partner will consistently deliver a greater than 20% savings – and often as much as 50% – on sourced products. By choosing high-quality, low-cost manufacturers, the non-value cost that sits between the provider and the factory will be eliminated.
The Inside-out model can help enhance Value Analysis
Today, most hospitals are not taking advantage of global sourcing and are following what we typically refer to as the outside-in model. Product choices are pushed on your clinicians based on what’s available in the market.
Results:
- Decisions are made based on what’s available versus what’s best for the patients.
- There is a compromise between quality and costs.
- Clinicians accept rather than buy-in
- The model of outside in limits the ability to improve both cost and quality.
On the contrary, ASP Global’s unique Inside-out global sourcing model allows your clinicians to have direct input into products designed for quality of care.
Results:
- Decisions are based on the highest quality products at the lowest cost.
- Clinicians engage and buy in to the global sourcing concept.
- Improved patient satisfaction and outcomes with the inception of higher quality products.
- Value analysis is improving the balance between quality and costs.
- Implementing the Inside out model will drive cost out of both the supply chain and departmental budgets.
What’s next?
Planning the implementation of the global sourcing program.
Learn More >
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