How supplier GBO is expanding the definition of value in procurement
Last edited: | Value-based Procurement - Back to overview
In the first part of this series, we zoomed in on the shift to a values based model of funding that identified significant benefits to rethinking the relationship with the supplier. As a partner in strategic procurement, we explore further values that this alignment between procurement, clinical leaders and suppliers can bring, while stabilizing both supply and cost.
Two takeaways from Part 1: Rethinking one of healthcare’s biggest external expenditures:
- C-Suite and VPs have identified supply chain as a critical focus for value tied to patient outcomes
- Clinical Leaders are now recognized and endorsed by C-Suite as procurement decision makers
Why an expanded surface area of contact for procurement leads to demonstrable savings?
So let’s return to Robert, a procurement decision maker and clinical leader at his Diagnostic Laboratory Services ( the largest centre mentioned above). He recounts a need to get his staff up-to-date using a GBO product.
- Right now, he wants peace of mind that his team of essential workers, all trained specialists numbering 180, are absolutely competent with the product,
- He needs to get them trained and operational to avoid disruption to staffing rotas, HTS, and the associated impacts on patient outcomes.
“Greiner Bio-One actually sent me two product experts for a week to stay in Houston. They worked around the clock, training my staff hands on. I can't tell you what a good impression that left with me.”
Here, Robert recalls his experience with the supplier, and the assistance provided to his hospital at the height of the pandemic.
“[GBO] communicated directly with me, and what the company plans were for expansion to sustain the supply once we were out of this pandemic. Their materials suppliers are working with their production on being cost-effective. My supplies have started to come back in, and we’re doing well now” says Robert.
Let’s also recall that McKinsey survey:
If there was one element yu believed your supply chain function should invest in over the next year, which would it be?
Engagement with frontline clinician (% of respondents)
C-suite 19%, Vice Presidents and directors 19%
“The product was what I wanted, it was good quality. The staff like the way it worked and I had to train 180 people.”
Fostering a mindset that supports value is of demonstrable benefit
GBO has been able to directly support the HTS functionality by avoiding any interruption to the provision of care. It’s an example of identifying add-on values. It’s also worth mentioning that GBO’s training program attracts a lot of praise, because this is what clinicians need.
Even outside the supply chain, manufacturers have clearly listened and involved clinicians in product development and a hands-on attitude to product support. In part 3 of this series, we examine exactly how GBO are developing their full service offering and products to meet essential needs and patient outcomes, a success that can be attributed, in part, to a robust procurement strategy.
With thanks to Robert E. Del Guidice, Clinical Administrative Director for Diagnostic Laboratory Services for the insights that have informed this series of articles.
