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2018 SUPPLY CHAIN DEPARTMENT OF THE YEAR Aim for the STARS


Supply Chain sought what was BEST for Piedmont clinicians, encouraging them to GO BIG and reach for the STARS. Back in fiscal 2014, Supply Chain launched the “Better Efficiency through Strategic Transformation” (BEST) initiative, which encompassed a number of savings-driven projects the department developed and led, according to Milton. BEST generated $7 million in imple- mented savings that year, which included product cost and staffing reductions, he noted. Word spread quickly around the organiza- tion, motivating individual departments to “bombard” Supply Chain with a list of more than 150 project requests that ranged in value from $2,000 to more than $100,000 with little consideration on prioritizing, Milton added.


Based on demand and trust developed with clinicians, Sup- ply Chain then launched GO BIG to tackle a number of projects perceived to yield “the largest value propositions for the work required,” Milton said. “By the time we rolled out GO BIG we had already established a history of success and built trust with the organization and physicians.”


STARS, which stands for “Strategic Transformation and Re- source Stewardship” and emerged later the same year as GO BIG, represented Piedmont’s first system-wide approach to controlling costs, requiring executive-level support for leverage to succeed on an ongoing and large scale, Milton indicated. Supply Chain worked with the consulting firm Novia to launch the program. STARS incorporates a detailed executive and committee framework and a value analysis structure that cost justifies invest- ment in the process, despite questions about a perceived lack of efficiency or leanness. For example, Supply Chain supports six Non-Labor STARS teams that represent commodities, clinician- preference and physician-preference items. To ensure product/ service conversion quality, Piedmont follows a seven-phase, 137-step process. But that’s largely by design. “There is no single best process,” Milton noted. There are multiple paths to achieve an outcome, each with their own pros and cons. Piedmont is seeking to provide a level of visibility and inclusivity that requires the input of several groups in the evalu- Page 14


Angela Bess stocking a PAR. Willie Lumpkin receiving items on dock in Atlanta.


Gloria Walker stocking a PAR. Charles Anderson moving pallets on dock at Piedmont Atlanta hospital.


Ben Morgan, truck Driver from Distribution Center, delivering shipment.


Kym Gooden scanning/counting a PAR. hpnonline.com • HEALTHCARE PURCHASING NEWS • August 2018 13


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