Ransom Memorial Hospital web photo

Ransom Memorial Hospital’s material management department helps the Kansas hospital meet its goal of providing excellent patient care.

By Jim Harris

As a facility that is not a part of a larger network or system, Ransom Memorial Hospital stands out in the modern healthcare world. However, the facility’s lack of affiliation and relatively small size do not prevent it from giving its patients the best care possible. 

“We are, as our CEO would say, a dying breed,” says Emily Graves, director of materials management for the Ottawa, Kan., hospital. “By staying independent, we feel we can best adapt to our patients’ needs for our specific region.”

The 44-bed acute care facility offers most of the services the people in its surrounding community need, including cardiology, neurology and urology services; wound care, rehabilitation services; imaging, laboratory and pathology; maternity care and orthopedic surgery. The hospital also operates an express care clinic and cancer center, and regularly hosts visiting specialty physicians.

“We do our best to monitor what needs our community has in regards to the services we provide and make sure we remain competitive,” Graves says. “I feel we are constantly changing; if we weren’t, then we would be closing our doors.”

northwell

Northwell Health’s GPO has streamlined its supply chain as it has supported its facilities. By Alan Dorich

Today’s healthcare supply chains are integrated into almost all aspects of operations. They have become critical businesses that leading healthcare organizations rely on to ensure high-quality products, operational efficiencies and organizational awareness.  
    Northwell’s supply chain is a differentiator and Northwell Health is a prime example of a system using its supply chain to leverage specialized functions, capitalize on aggregated data and secure competitive advantages as compared to its competitors.  
 

edwardelmhurst

Edward-Elmhurst Health maintains strong partnerships through constant communication and collaboration. By Bianca Herron

Comprised of three hospitals – Edward Hospital, Elmhurst Hospital and Linden Oaks Behavioral Health – Edward-Elmhurst Health is one of the largest integrated health systems in Illinois. Created in 2013 with the merger of Edward and Elmhurst hospitals, the system today has more than 50 outpatient locations that reach more than one million people in the Chicago area.
  

Guthrie Sayre Campus

Guthrie is preparing its supply chain to take a more active role in the healthcare company’s ongoing success. By Chris Petersen

There’s no doubt that the healthcare sector has changed a lot in the last decade. Not only has healthcare reform changed the playing field for American healthcare providers, but a spate of mergers and acquisitions have changed the players, as well. In this new competitive environment, healthcare organizations can’t take their supply chains for granted anymore. Many of the most successful healthcare providers are taking a more strategic approach to their supply chains, integrating them into their operations in a way that makes them more responsive and collaborative than ever before in an effort to drive down costs while remaining competitive.

coastalcar

Coastal Carolinas Health Alliance’s regional focus drives greater efficiencies for its member hospitals. By Chris Petersen

The strength that Coastal Carolinas Health Alliance (CCHA) brings to its member hospitals can be found right there in the organization’s name. As CEO Yvonne Hughes explains, the organization’s regional focus is one of its strongest advantages, and provides its member hospitals with significant savings across their entire supply chain operations. This makes it different from a typical group purchasing organization, and Hughes says it’s why the alliance has been so successful in serving its members.

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