Geisinger web photo 1

Geisinger Health aims to improve its supply chain so caregivers have more time with patients.

By Alan Dorich

Geisinger Health Systems sets itself apart by providing a wide spectrum of care, Vice President Joel Meckley says. “We have that full continuum all the way from the Geisinger clinics all the way through to our acute care hospitals and health plan,” he says.

Based in Danville, Pa., the 12-hospital system services 45 counties in central, south-central and northeast Pennsylvania. And in 2017, Geisinger Commonwealth School of Medicine became the newest member of the Geisinger family.

Abigail Geisinger founded Geisinger in 1915 at the age of 85, Meckley says. “Abigail wanted to bring healthcare to the Danville area, in memory of her late husband,” he explains. “In doing so, she built the hospital and hired Doctor Harold Foss, who was a young physician trained at the Mayo Clinic.”

MedStar Health web photo 1

MedStar Health consolidated its supply chain operations to increase buying power and improve consistency in patient outcomes.

By Tim O’Connor

When John Wright joined MedStar Health in 2014 he found the healthcare provider had a large but fragmented supply chain system. The organization had consolidated its purchasing process, but there were still opportunities to improve its approach to contracting, logistics and services. MedStar lacked a clinical value analysis, and decisions around product utilization were being made at the entity level instead of the system level.

In the past three years, MedStar has expanded its supply chain contracting department so it could execute system-level agreements and negotiate contracts for the organization as a whole instead of through separate divisions. “We run on extremely small margins, and the rising costs of medical equipment and medical supplies forces us to look at standardization,” says Wright, MedStar’s vice president of system supply.

Northside Hospital web photo 1

Northside Hospital is undergoing a major transformation initiative to optimize and leverage its supply chain to support rapid growth.

By Bianca Herron 

The Northside Hospital system consists of an extensive network of state-of-the-art facilities that include three nonprofit hospitals in the Atlanta metro area: Northside Atlanta, Northside Forsyth and Northside Cherokee. With 868 licensed beds, Northside operates more than 150 hospital-affiliated outpatient centers and medical office buildings throughout the state of Georgia. Northside’s supply chain department is an enterprise-wide function that is responsible for the acquisition and flow of goods and services throughout the network.

There are more than 2,500 physicians on staff and over 15,000 employees at Northside. In addition, the hospital logs 2.5 million patient encounters annually and is recognized for its expertise in maternity services, women’s health, cancer care, surgery and radiology.

Service New Brunswick web photo

New Brunswick is taking steps to improve its healthcare supply chain.

By Alan Dorich

When providing support to the healthcare system for a province, you need quality facilities and equipment, along with a driven staff to provide quality care. Service New Brunswick’s Health Services division makes sure it follows through on that mission, Ann Dolan says.

“The keys to success are the people involved in the department – our team – who are very dedicated not only to their respective positions, but the clients they serve: the patients of New Brunswick,” she declares. “By understanding the vision of the organization and the connection of the strategic plan, the team is able to execute their work plans successfully.”

Dolan is the executive director of strategic procurement for the Health Services division, which supports New Brunswick’s two health authorities. The Horizon Health Network serves the cities of Saint John, Moncton, Fredericton and Miramichi and the Upper River Valley, while the Vitalité Health Network also serves Moncton, as well as the Acadian Peninsula, Bathurst, Campbellton and Edmundston.


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