Some 40 years after my first assignment as the Base Medical Supply Officer in the US Air Force, with subsequent experience in Private Sector Healthcare Materials Management, it is time for me to wind down my career....but not just yet.
I thought I’d share some thoughts on the future of the career field as one who saw the Materials Management career field evolve in a very positive way in the US Air Force. In the mid 1970s, the Air Force began replacing physician commanders with Medical Service Corps (MSC) administrators in Air Force clinics and select hospitals. One of the Air Force’s happy surprises was that former Materials Managers did especially well as clinic and hospital commanders. It was discovered that our dedication to customer service, operational experience and understanding of the challenges faced by unit and department leaders, prepared us well for future leadership roles. The bottom line was Materials Managers had for years, assisted hospital leaders improve processes, save money and improve patient care. As significant changes in American Healthcare Industry continue, there is an opportunity for Private Sector health systems to recognize the full potential of Materials Managers. By expanding Materials Managers’ job responsibilities to include leading some or all of the hospital departments or offices listed below, the new title` of Vice President, Medical Logistics Management will be fully earned and very appropriate.
For the past couple decades, some of the larger healthcare systems have centralized much of the Materials Management functions at the corporate level. As a result, their Materials Managers’ everyday functions center on contract compliance and cost management. Without a significant expansion of a Materials Managers’ responsibilities, healthcare organizations may replace outgoing Materials Managers with “lead purchasers” to reduce costs. In reality, healthcare organizations would be better advised if they fully utilized the corporate knowledge and operational experience of today’s Materials Managers. By expanding the scope of today’s Materials Managers job, healthcare systems will tap into their deep operational experience, problem solving and process improvement skills. This will not only result in significant savings, but also better, safer or more efficient work processes throughout the healthcare organization or health system.
As long as the Materials Manager/Supply Chain Manager reports to the Chief Financial Officer, the major emphasis will be on contract adherence and cost containment, rather than problem solving and outstanding customer service. Once innovative Chief Executive Officers recognize the experience and operational expertise of Materials Managers , I believe the position of Vice President, Medical Logistics Management will be created and fully justified.
Below is just a sample list of the departments, offices and functions that could be managed by the VP Medical Logistics Management.
Materials Management- Director Level
a. Purchasing
b. Receiving
c. Inventory Management
d. Quality Control-product recalls and suspend from issue advisories
e. Strong interface with the Director of Emergency Management
f. Emergency Logistics Support Planning
g. Ensure all suppliers have emergency stock redeployment and sustainment plans
h. Entire Supply Chain must sustain the healthcare organization throughout a disaster and until recovery.
i. Mailroom Services
j. Graphics & Copy Center
Environmental Services (EVS)-Manager level
a. Maintains a clean and aseptic workplace and patient care environment.
b. Deep interface with Infection Control Officer
c. Understands the dramatic surge of EVS staff and product requirements in a disaster environment.
d. Understanding of FEMA recovery grants (Public Assistance) documentation requirements
Laundry / Linen Services- Supervisor level
a. In house laundry
b. Contract for outsourcing laundry activities
c. Inventory of all hospital-owned linen, smocks, uniforms etc.
d. Quality Control
Biomedical Equipment Maintenance-Supervisor level
a. Periodic maintenance (PM) of all in-service medical equipment
b. Performs calibrations on medical equipment as required
c. Serves as SME on “Equipment Lifecycle Management.”
d. Updates the master electronic equipment management records system to reflect operational status and a historical record of all preventive maintenance checks and repair of all hospital in-service and in-storage biomedical equipment
e. (Non-Profits) Understands damaged/destroyed equipment documentation requirements for FEMA post disaster grants.
f. Inspects and approves all incoming/new medical equipment prior to payment
g. Signs off on any equipment item leaving the hospital for any reason
Medical Equipment Management Officer- Manager Level
a. Equipment Review and Purchasing Prioritization
b. GPO interface for future purchases
c. Strong interface with Biomedical Equipment Maintenance Manager
d. Non-Medical Equipment
e. Maintains in-use medical and non-medical equipment electronic data records for post disaster documentation for FEMA grants (Private Non-Profit-PNP) organizations.
f. Lifecycle Equipment Management tracking
g. Excess equipment sale, donation or disposal
Vehicle Fleet Management-Manager level
Automated Accountable Records for:
a. Ambulances
b. Hospital owned Trucks, Autos, Vans etc.
c. Leased Vehicles
d. Electronic records for vehicle maintenance history and fuel usage records for entire vehicle fleet.
Healthcare Emergency Management. Director level
a. Hospital Representative in Public Health Healthcare Preparedness Committees, healthcare coalitions, jurisdiction’s committees
b. Writes Emergency Operations Plan (EOP)
c. Conducts hospital Hazard Vulnerability Assessment
d. Conducts briefings for teams new employees on the EOP
e. Expert in HICS and Whole Community Emergency Management
f. (Non-Profits) Understands FEMA administration policies on post disaster Public Assistance Grants.
g. Strong interface with Materials Manager to ensure all hospital suppliers have emergency product redeployment plans.
h. Strong interface with Human Resources Officer
i. Document ESAR-VHP and Medical Reserve Corps volunteers Badge control for all volunteers team assignments for volunteers
Summary: Whether future changes in the American Healthcare Industry are mandated by the Affordable Care Act or by some other major catalyst, change is here to stay. Instead of establishing hospital cost reduction goals to align with future Government or Insurer reimbursements, a total top to bottom review of all hospital functions, processes, costs and opportunities to change/streamline or eliminate is required.
As Healthcare Industry executives begin matching required competencies for future leaders with the skills, knowledge and abilities of today’s Materials Managers, they will see they had a previously underutilized expert within the healthcare organization all along in their Materials Manager. Like the Air Force Medical Service in the 70’s Healthcare Corporations will realize the benefits of using their current Materials Managers as their Vice Presidents, Medical Logistics Management.
