CEO expectation: the Star Wars materiel manager of the 1990s, or C-3PO as role model

Materiel-intensive expenditures account for a significant portion of all hospital costs, second only to salaries and wages, yet materiel managers may often be overlooked as key members of the management team. This is alarming since the potential exists for materiel managers to impact annual savings of hundreds of thousands of dollars by operating efficient departments. Materiel managers have a tremendous opportunity to enhance their image and improve hospital productivity in the coming decade. The challenges of the 1990s will stretch materiel managers' skills toward enhancing their professionalism and achieving the expectations of themselves and top management. If materiel managers will effectively utilize (C3)PO they will increase their educational levels, continue to learn new skills, maintain a customer-oriented management style, exercise creativity, develop and adhere to standards, and be proactive in their responsibilities. The benefits of their success will be felt by patients, hospitals, the industry, and materiel managers everywhere.     

Health care reform and the hospital supply chain

With health care reform, hospitals will be differentiated in the marketplace by how well they manage the costs of services. Because products will be market priced, hospital materiel managers will have to minimize all other related acquisition costs. The key opportunities will be in changing processes to eliminate non-value added administrative, supply chain, and process activities and their attendant costs.     

Tomorrow's materiel management executive today

As materiel management executives in today's market, the challenges of not only operating effectively but with fewer resources is a reality that has no end in sight. The role of the materiel executive in hospitals is moving from supply manager to resource consultant. This may be quite appealing to many of us; however, not all are prepared to assume these responsibilities. As a result, we find ourselves overwhelmed with information and examples of case studies from different facilities describing how they are resolving their individual issues. Reactions to these changes are met in different ways, ranging from marveling at others' imaginations to fear from not understanding how to commit to these radical new processes. Is there a proper way or a mold to use? I suggest not.     

Strategic imperatives for managing materiel into the next century

The next century of opportunity is less than a decade away. Materiel management must involve itself in the strategic changes occurring within the health care industry and its respective institutions. Those materiel managers who are aggressively ensuring that their operations are supported by a well-developed and well-orchestrated operational infrastructure are now well positioned to address the future challenges of this decade. Unfortunately, many other materiel managers are focusing their attention and efforts solely on the management of materiel for which they currently have control. Materiel managers must develop an acute awareness of the support needs of their respective organizations. Those who are not apprehensive about venturing from the traditional materiel management world will be exposed to incredible educational opportunities and will receive responsibilities of unparalleled organizational importance.     

Controlling inventory in a small specialty hospital

Controlling inventory in a small specialty hospital has many parallels to controlling inventory in a large, acute care hospital. However, in a specialty hospital, there seems to be a plethora of specialty items that must always be on hand in ample supply. To achieve a significant inventory reduction, a strategic plan was developed that revolved around training sessions with the materiel management team, meetings with key hospital staff, and the establishment of two prime vendor contracts. In 1991, the annual inventory value in the general storeroom was approximately $2.3 million; in 1992, the inventory value was $1.6 million, and the projected inventory value for 1993 is $1.2 million. Implementing a just-in-time program to control inventory is best achieved through a collaborative effort with all of the materiel management team feeling a sense of contribution as well as receiving recognition from hospital administration.     

Materiel management: a clinical experience.

It is easy to understand why unit managers are eager to embrace a comprehensive approach to materiel management. The system allows for the professionals from the purchasing, supply, and distribution areas to meet and work with the managers of individual departments and units. Recognizable outcomes of this system are improved staff satisfaction because of standardized products; improved nursing competency secondary to product familiarization, and improved quality of patient care because area managers have more time to devote to their individual unit functions. The serendipitous benefit is that areas and personnel within a hospital that were once diverse in goals and functions may now develop positive working relationships around the hospital's prime goal of quality patient care, a marketable commodity.     

World-class materiel flexibility: one plant's victory over materiel-related downtime

It is not uncommon for the materiel managers in a manufacturing company to be blamed for downtime and the consequent failure to meet production targets. To avoid downtime, materiel managers need to look at their role in solving materiel-related downtime and to address the problems that cause downtime in the same way they would address other process quality problems.     

The materiel manager's role in executive management

The ability to achieve advancement for materiel management is a potential that few have challenged and achieved. Reasons for this lack of growth vary in degree, but the opportunities in the 1990s will be tremendous. The political skill and team leadership ability expressed by materiel managers throughout hospitals will ultimately result in whether this challenge is met or not. Materiel managers will need certainly to change their perception of their own role, as well as the perception of hospitals, in order to achieve this. The road will be challenging, but with the winning attitude, skill building, and proven management ability, I believe that materiel managers will become successful in hospital executive management in the 1990s.     

Bracing for survival

As health care continues to move toward smaller, more consolidated support services, materiel managers will face constricted promotion and employment opportunities. Flexibility and a willingness to embrace change as the occasion for personal and professional advancement will be two hallmarks of success. This article focuses on outsourcing and integrated delivery networks by discussing the challenges and opportunities they present.     

Inventory management for cardiac catheterization labs: the Princeton-Baptist Medical Center experience

Several issues must be considered for implementation in order to decrease inventories and make them more manageable. Physician consensus on products, strict vendor control by the department manager, setting and maintaining low par levels, inventorying stock daily, negotiating just-in-time deliveries, conservation-minded staff, and working in concert with central supply and materiel management personnel are steps that when employed correctly can lead to more manageable inventories in cardiac catheterization departments. If these steps are implemented, they will enhance the liquidity of the department and ultimately that of the medical center.     

Materiel management and reimbursement in the American Association of Eye and Ear Hospitals

Simply stated, understanding how hospitals receive money enables materiel managers to save money. Reimbursement in the health care industry is a complex phenomenon, and the rules and regulations change annually, so that it is sometimes difficult to budget appropriately and estimate the hospital's bottom line accurately. The savvy materiel managers who can utilize the reimbursement concepts effectively will be highly regarded within their institutions.     

Materiel management and nursing: partnership planning.

An integrated materiel management system should not be developed by any one department; rather it should be a collaborative effort and partnership using the expertise available in both user and supplier areas. The keys to developing a sound system are accurate data collection, careful assessment of needs, establishment of realistic objectives, refinement of systems, and active promotion of the program throughout nursing.     

Business process reengineering: a pathway for performance improvement

Health care materiel management executives are coping with a revolutionary environment. Demands and constraints are being placed on hospitals that necessitate both long-term solutions and rapid responses. Materiel management executives can play a vital role in transforming their areas from a passive service center to an active command center. It is essential that the materiel management executive play an active role in the change process.     

基于模糊物元分析的航材仓库选址决策

在分析空军航材仓库选址影响因素的基础上,基于模糊物元分析原理,建立了航材仓库选址决策的模糊物元分析法。模糊物元分析法可对航材仓库选址决策进行定量分析,从而确定各选址方案的排序。最后,结合实例进行了应用分析,获得了满意的结果。航材仓库选址决策的模糊物元分析法,为空军航材仓库选址决策提供了一种更为科学、有效的方法。     

Purchasing without paper (well, almost no paper).

This article describes the process by which one company was able to substantially reduce the amount of paperwork required for purchasing material. After considering all the variables that affected the amount of paperwork, it developed three different models to use in ordering materiel, one for materiel delivered by the vendor in standard containers, one for materiel delivered by a carrier in standard containers, and the last for materiel that is best delivered in variable quantities.     

Empirical comparison of just-in-time and stockless materiel management systems in the health care industry

Despite the limitations, this study is the first comparative empirical investigation of two relatively new materiel management systems applied in hospitals. The results show that hospital managers have significantly rated the possibility that more effective use of some materiel management resources can be achieved by adopting either a JIT or stockless system over conventional materiel management systems.     

装备器材保障信息化建设研究

结合信息技术发展，分析了装备器材保障信息化建设的现状，提出了装备器材保障信息化建设的目标，研究了系统总体构成、各级网络系统拓扑结构、各应用系统功能。并对装备器材保障信息化整体建设内容进行了规划分析。     

The materiel manager-chief financial officer alliance.

There is a gold mine of potential inventory reductions, expense reductions, and revenue increases in most hospitals that can be tapped by more intensive materiel management. The first step is incorporating the necessary ingredients for a strong materiel management effort--the right people and a state-of-the-art computer program. Reorganization may be necessary to establish a more unified, consolidated approach to materiel management. Second, conduct an audit of the entire hospital to identify opportunities for improvement and to establish baseline management data. Finally, push forward the process of system changes (which also establishes necessary controls) until results are accomplished--a process that usually requires one to three years. The alliance between the materiel manager and the CFO is definitely beneficial to the hospital and to the individuals involved.     

Career survival strategies for materiel managers

The skill sets and attitudes required for materiel management professional survival continue to change. Just as the industry has evolved for calculators and three-part forms, so too must today's managers evolve into facilitators and information-oriented management. While these new skills are being perfected, three focused strategies initiated right now can enhance your chance for survival. First, get to know your customers intimately. Go to their meetings. Tour their departments. Second, assume responsibility and report materiel cost data that has meaning to senior management and customers. Fill rates and inventory turns offer little value to other managers, but supply cost per discharge can be of value. Third, be proactive in competing with outsourcing competitors. Do not wait until they are on your doorstep before developing a strategy to compete.     

航材供应链管理的集成体系

基于现代物流供应链集成管理理论,结合航材工作的军事特征,给出航材供应链管理的基本内涵。在此基础上,系统提出以航材供应链的战略管理、航材供应链的信息管理、航材供应链的流程重组及航材供应链的风险管理等为主要构成的航材供应链管理的集成体系。