Intelligent procurement in healthcare
Roundtable: How can we rethink the supply chain and procurement in healthcare to be smarter, get better return, and achieve efficiencies?
Working with a real-life practical case examples this executive lunchtime session will allow a strategic discussion on the emerging business trends and digital solutions driving intelligent procurement across the multiple sectors of healthcare. We will look to other experiences across other industries and reflect on opportunities and potential application for the delivery of health services in Australia.
Our special guest Bob Beusekom Group Director Corporate and Shared Services Mater Health Group will discuss and highlight challenges and experiences as a senior executive. Practical observations will position our discussion around supply chain management and procurement for a large group operating private hospitals and facilities.
The case study will form the basis of a design session supported by a Design Thinking facilitator to work through a structured discussion to identify some take away solutions and approaches to support ongoing business strategy and service implementation.
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Our key take-away as participants and observers at the event were:
- Case for change – there is general agreement that there is a requirement to reflect and change supply chain arrangements in healthcare particularly in large hospital groups. In a time where cost and funding / revenue pressures are a key issue in health provision, we need to think of smarter and more efficient ways to address regular activity such as transactional procurement.
- Better use of data – we can only improve our decisions and decision making by having better data and information available to make those decisions. All groups in todays session addressed the importance of data to manage inventory, predict demand, and address supply and procurement arrangements.
- Use of partnerships – it was acknowledged by all that better supplier partnerships through smarter contracts, flexible purchasing, and a focus on matching supply and demand needs is a key part of change. This may already be occurring with a range of groups but it should be continued as a key strategic enabler for sourcing and procuring products and services particularly where there is large volumes and repeatable orders involved.
- Value add to change – we are only going to make systematic and sustainable change when improvements are made to address the value for all those concerned in the supply chain. As our presenter highlighted in this opening around the ‘quadruple aim’ – we need to bring value add to organisations and business units in outcome in health service delivery, as well as in cost and efficiency, in addition to improving healthcare providers experience in the seamless delivery of care, and enhanced customer user experience (as patients and customers of the service).
Bob Beusekom has delivered value around the world for around 30 years. His previous roles include Program Manager, Chief Information Officer, Finance Director and Non-Executive Director.
Bob has led many transformations and is currently working as an Executive Director in a large Health Organisation. He is known for his diverse and high-performing teams and is often hired to facilitate change and improve performance. Bob’s sweet spot is where business, finance and IT come together, with a strategic mind and a people focus.
On a personal note, he has been to more than 100 countries and is still counting…