As healthcare organizations expand their footprint through mergers and acquisitions, one of the challenges that hits the supply chain is reducing unnecessary product variation and achieving consistent pricing. Certain categories, such as advanced energy, have heavy physician preference influencing purchasing decisions. Other variables, including impending government mandates for surgical smoke evacuation systems, also make these preference item categories more complex. Looking at the specific steps taken by UNC Health, organizations can benefit from their strategic approach and lessons learned. Exploring UNC Health’s journey to performance improvement UNC Health embarked on a strategic initiative to improve their product evaluation and contracting processes, focused on advanced energy and smoke evacuation systems. This effort was driven by impending contract expirations, the need to secure consistent pricing, adherence to best clinical practices and a streamlined contract renewal process across their expanding healthcare system. Tackling the complexities of preference item evaluation and contracting How one health system successfully executed data-driven product reviews in advanced energy and surgical smoke evacuation Key points • Executing a successful product evaluation: UNC Health implemented detailed planning and execution strategies, which involved proactive communication with stakeholders, using data to streamline processes and maintaining a comprehensive calendar for vendor interactions. • Physician preferences: The strategy includes a common product evaluation form and voting process to manage physician preferences. This ensures that all voices are heard and that the review process is streamlined for busy surgeons. • Compliance with government mandates: The impending government mandate for surgical smoke evacuation systems adds complexity to the process. UNC Health's strategy prepares them for compliance with these mandates while managing physician preferences and maintaining consistency in product pricing.
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