Establishing a Clinically Integrated Supply Chain is a goal of many healthcare supply chain leaders, 89%的受访者表示，他们的团队与临床医生有很强的联系, 根据最近完成的 澳门网上真人赌钱研究 & 小. But how can clinical staff give more time when they are already understaffed and overworked?
The answer isn’t more clinician time spent on supply tasks, but more effective use of their time. 这是在澳门网上真人赌钱学院与300名OR领导进行讨论后得出的重要结论 & 2022年在丹佛举行的手术室经理会议期间举办的小型活动.
Here are three key areas where Perioperative teams need supply chain leaders to alleviate them of the tactical so they can focus on 战略 supply initiatives.
Inaccurate physician preference cards rose to the forefront as a supply chain-related challenge that drains Perioperative team resources.
参与者承认，主动更换卡片是一项重大任务, 因此，它经常被搁置一边，以换取竞争的优先事项. 结果是, 他们花了大量的时间采摘, 计数, 把不用的东西收起来.
而手术室需要医生偏好卡的帮助, 有时他们不知道该问什么问题，也不知道有什么可用的资源. Supply chain leaders can help by presenting potential solutions and enabling technologies that automate preference card management and deliver actionable insights on supply usage.
参与者表达的一个主要痛点是缺货. 当供应中断流入手术室时, Perioperative team resources are absorbed with identifying and maximizing existing inventory and attempting to source alternatives to avoid surgical case disruptions.
在前面提到的同一调查中, 76% of hospital supply chain leaders cited supply reliability as a top value driver for their teams, 74%的人表示，与两年前相比，他们现在正在与分销商密切合作.
OR clinicians want their supply chain teams to take on inventory management responsibility and the handling of backorders with industry partners, 包括医院的经销商和供应商. 减轻他们的负担可以腾出时间直接照顾病人.
一位参与者分享了她与澳门网上真人赌钱合作的故事 & 小 on a surgical kit initiative where the distributor builds and delivers ready-to-use custom surgery kits (or “totes”) containing all the necessary consumable supplies for pre-operative, 术中及麻醉后护理单元护理, 根据程序和医生的喜好.
她对这个解决方案发表了评论, “Opening for these cases takes seconds and we can now better track our costs for soft goods.”
While clinicians want their fellow supply chain teams to take on the heavy lifting of supply procurement and management, 他们仍然希望在产品进入他们的手术室和接触他们的病人方面有发言权.
在临床和供应链团队紧密结合的医院, both parties are encouraged to bring to the table insights and information to help guide 战略 sourcing decisions.
Supply chain leaders should provide opportunities for collaboration where they can offer information on purchasing contracts and items procured across departments, 临床医生可以分享供应选择如何影响临床工作流程和结果.
在供应链持续中断的环境下, the hospital’s distribution partner can provide a broader industry view including the scope of manufacturers, 他们的产品组合, 以及可比较的供应等价物.
供应管理是手术室临床医生的巨大负担, 特别是考虑到今天的人员配备和供应链挑战. 通过提供知识, 支持, 和资源, supply chain leaders can alleviate Perioperative team’s day-to-day supply tasks so they can focus on 战略 decisions that improve clinical and financial outcomes.