Clinical

Data shows that people are avoiding their doctors’ offices for routine care because they are concerned about acquiring the virus there. This includes parents not bringing their children in for regular check-ups and vaccines and therefore, they are not receiving routine vaccines in a timely manner and increasing their risk for preventable diseases.

Each year in the U.S., approximately 700 women die as a result of pregnancy-related complications, according to a report recently published by the Centers for Disease Control and Prevention. The leading complications, maternal hemorrhage and severe hypertension/preeclampsia, make up 21.4% of all reported pregnancy-related deaths. Fortunately, they can be treated with early detection.

While there has been frequent and significantly negative news associated with COVID-19, when it comes to safety, many hospitals have seen their “gift horse” or, perhaps more appropriately, a silver “safety” lining to this pandemic.

Clinical-supply integration (CSI) has become a recognizable concept for many health care organizations as they continue to focus on performance improvement. But many are unsure how to operationalize a CSI model that fits their organization. 

John D. Rockefeller once said, “Don’t be afraid to give up the good to go for the great.” It’s hard to argue with Rockefeller’s successful approach to business. To apply his philosophy in supply chain, we need to rethink our approach to product decision-making.

Traditional value analysis committees have been making decisions on the purchase of clinical products and services for years. Typically residing in the supply chain department, these value analysis programs have not always been efficient.

While clinical-supply integration is a more sophisticated version of value analysis, both strategies require oversight. CSI necessitates additional attributes in order to be successful, such as a triad governance, accurate data insights, peer reviews, and a sustainable process that drives continuous improvement

For years, health care supply chain professionals have been charged with balancing cost, quality and clinician preference when introducing new products and technologies to the organization. We often refer to this process as value analysis work and, more recently, it’s been referred to as clinical-supply integration. Is there really a difference between the two concepts?

Never has personal protective equipment (PPE) been as coveted as it has been during the COVID-19 pandemic. 

With over 50 million U.S. adults experiencing chronic pain daily, the need for patient care hasn’t disappeared, but it may have grown more complicated due to the pandemic.