TPC web photo

TPC helps hospitals achieve significant economies of scale by collaborating as a single, highly committed contracting entity.

By Alan Dorich

It has been said that culture trumps strategy, and it is TPC’s culture of innovation and commitment that enables its hospital members to endure the highs and lows of the increasingly volatile healthcare market, President and CEO Geoff Brenner says. “Culturally, we have developed into a very fluid and adaptable organization that consistently achieves market-leading results amid unprecedented industry disruption,” he says.

Based in Plano, Texas, TPC is a hospital-owned coalition that focuses on innovative cost-reduction strategies within supply chain, purchased services and clinical product utilization. Its history goes back to 2007 when several large health systems conducted a study to measure the true value of consolidation.

“The results of the study revealed that as much as 80 percent of the anticipated financial value generated by hospital consolidation could potentially be achieved by collaborating as a single, committed contracting entity and if successful, it would diminish the need to merge assets,” Brenner explains, noting that the group ultimately chose not to merge assets but rather to form a highly-committed partnership by creating TPC.

Cambridge Health Alliance web photo

Cambridge Health Alliance’s recent changes have enhanced its supply chain.

By Alan Dorich

Providing quality care is the main focus of every health system, but it is not the only goal for Cambridge Health Alliance (CHA). “We pride ourselves on providing the access to healthcare to clients and doing it in a way that’s fiscally responsible,” Senior Director of Materials Management William J. McFarland says.

Based in Cambridge, Mass., CHA provides 140,000 patients in its region with primary and specialty care, emergency services, hospital care, maternity care and behavioral health services. The system’s history goes back to the 1800s, when it was a municipal hospital in its home city.

Over the years, it merged with two additional hospitals in Somerville and Everett, Mass. Today, “Our niche is as a safety net hospital,” McFarland says, noting that CHA primarily serves a culturally diverse, economically deprived clientele.


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.  

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.”

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.

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