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B. Braun and St. Luke’s broke the transactional model to create a bond between supplier and healthcare provider.
By Tim O’Connor

As the status quo for how the healthcare industry operated began to change earlier this decade, St. Luke’s University Health Network understood it had to be ahead of that transition. The six-hospital network, based in Pennsylvania, began looking for ways to reduce the overall cost of procedures, cut the number of patient infections and improve patient outcomes.

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Building an industry-leading supply chain goes hand-in-hand with a commitment to clinical excellence for UC Health.
By Eric Slack

On a mission to serve patients and solve complex medical cases, UC Health has assembled a team of top clinicians and researchers. This allows the organization to provide world-class care to Cincinnati and surrounding communities.

Just as its medical services and facilities are state-of-the-art, UC Health is building a world-class supply chain team that is helping the organization to run as cost effectively and efficiently as possible.

UC Health is Cincinnati’s only academic medical center and an integrated system that spans the Tristate region. It has main campuses in Clifton and West Chester, and its overall footprint includes University of Cincinnati Medical Center, West Chester Hospital, Daniel Drake Center for Post-Acute Care, Lindner Center of HOPE, Bridgeway Pointe and the University of Cincinnati Physicians 750-plus physician group.

The national rise in insurance costs, combined with a reduction in the amount of reimbursement paid by insurance providers, has proven to be one of the biggest challenges faced by healthcare systems. 

Cutting costs while not compromising the quality of healthcare is a high priority for healthcare providers across the United States. Susquehanna Health, an integrated health system including four hospitals, two skilled nursing facilities and 45 physician practices, is looking to its supply chain operations for answers.

“Hospitals are getting squeezed more and more, so when it comes to the supply chain, we’re trying to drive costs out of the system so the system is able to provide quality affordable healthcare to the communities we serve,” says David Peck, assistant vice president and chief supply chain officer of the Northeast Pennsylvania-based healthcare provider. 

CVS Health’s rebranding strategy was launched in 2014 to reflect the organization’s broader health care commitment and its expertise in driving innovations needed to shape the future of health. This significant evolution has led to substantial changes in the company’s supply chain and logistics operations.

“We view ourselves as a healthcare company,” says Ron Link, senior vice president of logistics and supply chain. “The company is changing the way health care is delivered to increase access, lower costs and improve quality.” The company’s supply chain operation continually seeks new ways to enhance its operation to meet company goals, he says.

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