Industry-leading healthcare systems view their supply chain as a strategic asset that can help them meet operational, clinical and financial imperatives. This paper examines supply chain transformation in four organizations: New York City Health and Hospitals Corp, Cleveland Clinic, Hospital Sisters Health System, and Champlain Health Supply Services.

Examines ways healthcare providers and suppliers are cutting costs, reducing waste and enhancing operational performance through collaboration within their own organizations and with their trading partners.

Explores which supply chain practices from other industries can be adapted to the needs of healthcare. Includes perspectives from healthcare executives on how to put these concepts into practice.

Explores methods for improving an organization’s contract management performance through automation and process and resource optimization.

Using GHX consulting services and products, Champlain Health Supply Services (CHSS) transformed its supply chain, putting it on track to meet a goal to achieve $32 million in supply chain cost savings over a 10-year period.

By partnering with GHX to drive improved utilization within its customer base, C.R. Bard processes more high-quality, accurate electronic orders, reducing resources required to manually correct errors downstream.

Using GHX consulting services and products, HHC transformed its supply chain into a strategic asset, cutting costs, improving operational performance, and achieving a $14 million annual savings goal