Dear Hiring Manager,
I am very interested in a supply chain management position that offers a challenging, innovative and exciting environment. For the past 19 ½ years I have been employed by various hospital organizations in the Materials Management department. The experiences gained as manager/director conducting day-to-day operations has been invaluable, and I believe I have something to offer a healthcare organization in the way of my purchasing and inventory control expertise.
I have watched with excitement as our profession has evolved from the basement to
C-Suite, and no doubt we have much to offer as the new era of healthcare is ushered in. And it is in this way I believe my skills and aptitude for supply chain management could be of great assistance to your organization. Cost reduction efforts are important, but new challenges facing our profession mean new ideas and different perspectives must be put forth. I have embraced the value analysis philosophy where clinical involvement is imperative, and techniques such as peeling back product utilization and questioning processes and protocols must be pursued. My military experience working with functional specifications and statements of work prior to vendor involvement allows me to understand the importance of clinicians developing the parameters of what they need, not what they want.
Through the years I’ve developed a sense of where to look for areas of savings and cost containment. And now new data analytics tools and techniques allow further analysis of clinical processes and procedures to drive out excessive costs. Innovations like this are now at the forefront of the supply chain profession and used correctly can make an important and lasting impact to the bottom line. I appreciate you taking time to consider my credentials for employment with your company.
PROFILE
Experienced, results-oriented professional with excellent cost reduction skills and documented achievements in healthcare purchasing and supply chain operations.
PROFESSIONAL HEALTHCARE EXPERIENCE
Jack Hughston Memorial Hospital 2012 to Present
Director, Materials Management
• Transitioning from product evaluation to value analysis to improve cost savings visibility. Presented new philosophy and structure to C-Level staff explaining that using product utilization, total cost of ownership, and developing functional specifications to determine best value purchases will yield improved cost reduction performance.
• Cleaning up a materials operation that had been neglected.
o Implemented requisition signature thresholds for director-level and above, allowing visibility of orders prior to purchase.
o Developed process to conduct due diligence on new products before reaching clinical directors and Administration for their action. Reduced their involvement in unnecessary research on product that may have no cost or quality value.
o Created new process to improve capturing patient charges with reduced assistance from nursing staff.
• Leading the charge in cost reduction efforts:
o Put in place reprocessing effort for both non-invasive and invasive items.
1. First year non-invasive savings over $50,000
2. Arranged “Cadaver Cut” for skeptical surgeons that allowed them to use reprocessed product. Program was approved with potential savings of over $100,000 in the next year
• Discovered $82,000 cost difference in implant products between vendors for like items and orchestrated the transition.
• As chair of the Product Evaluation Committee, ushered in several cost reduction initiatives: converting silicon tape ($7,500); post-op dressings ($18,000), non-OEM equipment contracts, DVT pump conversion ($15,000); and Silver Post-Op dressing ($30,000).
• Consolidated scope repair contract to one vendor. Negotiated rigid scope repair to a $750 ceiling per event, and folded the flexible scopes into the same agreement.
• Putting into effect significant reductions in hospital inventory through managing obsolescence, excess, and min/max par levels. Central Supply Warehouse reduction of 18.7% this past year and 11.2% in the floor supply areas.
• Initiated new Physical Inventory (PI) process with training classes and PI notebooks. Result--overall Hospital inventory reduced 27.7% since December 2102.
MedAssets (formerly Broadlane, Dallas, TX) 2006 to 2012
Senior Director, Materials Management
Worked as Senior Director, Materials Management at two locations for MedAssets:
1. Centennial Medical Center, Frisco, TX
• Worked closely with local perfusion vendor to merge separate perfusion services contract and supply agreements into one contract, saving $25,000.
• Through effective cost data, persuaded a stubborn Infection Control nurse that silver-coated catheters are not necessary for every patient. Saved $88,000.
• Reduced perpetual inventory from $622,000 at the beginning of the year to $524,000. Obsolescent inventory reduced to below five percent, and excess stock reduced from 23.5% in January to currently 11.1%.
• Created the Product Conversion Committee to approve products prior to their introduction into the facility. Achieved $75,000 in savings through product conversions.
2. Saint John’s Health Center, Santa Monica, CA
• Led staff of 32 in daily operations of controlling supply and linen inventories, receiving, mailroom, print shop and purchasing support functions.
• Worked with key IT personnel in transitioning to the Lawson integrated software system. Basic user of Lawson; knowledgeable of its reports and functional capabilities.
• Impressive results on the CEO Supply Chain Performance Goals by establishing one of the highest and most consistent contract compliance rates in SCLHS at 98%.
• Consignment program of over $2M was losing money due to lost inventory. Put in place a quarterly cycle count with the vendors that saved nearly $100,000 the first year.
• Consolidated warehouse and central supply inventories, resulting in an inventory reduction of $200,000. Further reduced inventory levels another $150,000 by controlling product obsolescence to one percent and monitoring stock usage patterns.
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