26 DC VELOCITY AUGUST 2017 www.dcvelocity.com
This is why Cardinal Health is continuing to invest in
advanced data capture and analytics that can be integrated
with other data platforms for valuable insights that can
improve decision-making. A whole new world of opportunities to improve supply chain quality and
cost will open up once assets become “smart”
across the entire logistics platform.
QWhat do you consider to be the biggest logistics challenge that you’ve faced but
were unable to overcome? What were the
issues you encountered? What did you learn
from the experience?
AGaining good visibility into true demand at the point of care in a hospital is the
biggest logistics challenge we haven’t been able to overcome. The healthcare industry has traditionally been slow
to invest in technologies that will enable frontline providers
to spend less time managing inventory and more time with
patients. We recently surveyed more than 400 hospital staff
and learned that physicians and nurses currently spend,
on average, nearly 20 percent of their workweek on supply
chain and inventory management.
There are solutions available that support patient safety,
reduce costs, and improve workflows, providing necessary
data and analytics to optimize supply chain efficiency, but
many healthcare providers have yet to adopt them. Our
survey found that 78 percent of respondents are manually
counting inventory in some parts of their supply chain and
only 17 percent have implemented an auto-
mated technology system to track products
and inventory in real time.
The key learning from this is that we need
to help healthcare providers think differently
about supply chain and couple the financial
and operational improvements with the clinical benefits that follow.
Q Any closing thoughts or comments?
AA highly effective supply chain can be a strategic asset and competitive advantage for any healthcare organization. The influence supply chain leaders wield continues
to grow—not only in improving service, predictability, and
cost but also in developing organizational capabilities and
bringing innovative solutions to their customers.
We need to seek out and develop talent that will bring
diverse thoughts and experiences into the decision-making
process and help us envision a high-performing, reliable
supply chain from the bedside and back.
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