PEOPLE & OPINIONS
the care team under horizontal service lines and care coordination, moving resources from hospital-based to home-care-based models. Providers should consider how best to align or compete with these emerging models: • Walmart is banking on the “retailization of healthcare” with the vision “to build a national, integrated, low-cost primary care healthcare platform that will provide preven- tive and chronic care services that are cur- rently out of reach for millions of Americans.” Walmart is “rolling back prices” for employ- ees through $4-prescription and $4-per-visit programs at convenient care clinics. Employ- ees can also take advantage of “no co-pay” by using the Center of Excellence programs for cardiac, spine and transplant procedures as alternatives to local healthcare for these same procedures. Consumers can already take advantage of the $4-prescription pro- grams and pay $40 per clinic visit. Walmart has partnered with Humana on a Medicare Part D Prescription Plan offering the lowest premium at $12.60. How long until Walmart partners with an exchange to offer consumers that Center of Excellence program? Walmart is building the infrastructure to compete in the web services space and fl ex its muscle to increase foot traffi c to expand upon the 33 percent share of the U.S. population that
visits one of its stores weekly. Will Walmart succeed?
• Looking at the Apple strategy, it is clear that the company plans to play a dominant role in health information. It is less clear how current partnerships — with IBM, Epic and Mayo Clinic to develop health apps — will evolve over time. With the release of the Apple Watch, will Apple announce and pro- ceed with an integrated hardware-software approach that offers a narrow network to limit the connectivity of Apple Watch? Or will it continue to link to all wearable devices to thwart Google and Samsung’s reach? Further, will consumers embrace the Apple Watch or other wearables for broader adoption of health sensor interfaces or will they fi nd wearables intrusive to their privacy? Will researchers and participants continue with broad adoption of Apple’s HealthKit? Lastly, could providers use Apple Pay to store health insurance and payment information for collection of co-pays?
• Amazon could exploit its web-services ca- pability to fundamentally change the way healthcare products and services are sourced, distributed and delivered. Amazon is directly competing with Yelp and Angie’s List in the purchased services space. How easily could Amazon expand into healthcare? Would
Amazon move into owning health plans, pharmacy benefit management or online pharmacies to offer a competing prescrip- tion program to Walmart? Would Amazon partner or compete with health systems and physicians to create data networks for direct- to-consumer offerings?
If providers are going to be responsible for population health management, they do not want to be cut out of the most profi table aspects of consumer driven health services. To that end, it is imperative that providers pay close attention to the new entrants, such as Walmart, Apple and Amazon, who have begun to disrupt traditional models. The implications to supply chain could be no less than staggering. Any one of these models could disintermediate GPOs, exchanges, eProcurement solutions, distribu- tors and direct contracting for products and purchased services in one fell swoop. As the tactical infrastructure is likely to be provided by one, or a hybrid, of these companies, supply chain leaders can move into strategic activities positioned at the intersection of cost, quality and outcomes. HPN References: 1.
www.rand.org/pubs/technical_reports/TR841.html 2.
www.hpnonline.com/inside/2015-01/1501-PnP.html 3.
www.hpnonline.com/inside/2015-03/1503-HMS-Lang.html 4.
www.hpnonline.com/inside/2015-06/1506-HMS-lang.html
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