search.noResults

search.searching

note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
ferent facilities, hospitals, ambulatory surgery centers, urgent care, etc., each with its own demands and limitations.” The clinical environment, for example, involves a higher level of high-cost items that must be available with “zero room for error,” he said. “Solutions for item-level tracking like RFID have matured to the point of allowing the use of less-costly storage systems while providing transparency and even integration into the clinical software.”


Yet med/surg storage rooms encounter sim- ilar challenges, according to Tamir. “Supplies need to be available when and where needed for proper patient care,” he said. “However, since most items are not individually tracked or charged for, the methods of knowing when to replenish an item before it runs out are more challenging.”


Dave Rolston, Vice President, Corporate Sales, Medline Industries Inc., Mundelein, IL, called it an issue of ownership.


“Traditionally, storeroom items have


been managed by Supply Chain,” Rolston said. “But when you get into clinical or de- partmental inventories, the responsibility varies. Often, there may be an OR inventory coordinator or the Interventional Radiology/ Cardiovascular Lab area may manage their items on their own. But today, there is more of a shift for Supply Chain to be responsible for these inventories. The inventories are expensive and the supplies often have ex- piration dates that can lead to high-dollar expense-related to obsolescence. Getting this into a more ‘managed’ system/process will likely reduce the amounts on-hand while also reducing the obsolescence.” Matthew Mentel, CMRP, Executive Director, Integrated Performance Solu- tions, Mercy, Chesterfield, MO, concurred.


Matthew Mentel


“Central stores inventory is typically better controlled and much more predictable, while clinical inventory can be needed in pinch, is very variable and is typically not


well controlled,” he noted. Mentel attributed these differences to who ultimately manages it and how inventory is brought in. “Central stores inventory is managed by Supply Chain personnel, where clinical in- ventory varies by who manages it,” Mentel said. “It can be clinical staff, Supply Chain staff, vendor or anyone else engaged in the procedural area surrounding the patient care. Clinical inventory has multiple stake- holders from an ownership perspective, in- cluding hospital-purchased, consigned and vendor-managed, trunk stock and just-in- time delivery, etc. Plus, inventory in central stores typically is less costly and has a better turn rate whereas clinical inventory typically


Page 62


Please visit us at AHRMM 2016 in booth #1022 Linked-in: www.linkedin.com/company/1202455


hpnonline.com • HEALTHCARE PURCHASING NEWS • June 2016 61


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72