Video Case Arnold Palmer Hospital S Supply Chain Essay

After all these setbacks, Mr. Grieg and his teams continued to strategize ways to resolve this issue. The team where knowledgeable about VH’s in house repairs of certain hospital equipments and had to figure out if the company where capable of repairing the endoscope due to the complicated nature of the equipment. One of the team members, Steve Elder suggested a coordination process between Victoria Hospital and its affiliated partners. This suggestion was due to a meeting Mr. Elder had attended in Toronto where multiple hospitals combined their purchasing budgets to form an in house repair department.

In Case #20, Emergency Care Group was about expanding their business. Dr. Woods, the owner of ECG, put Steve Morgan in charge of making a sales/marketing plan to expand the business. Adaptive and market strategies were put together to come up with a plan. Product life cycle came into play with ECG. Introductory stage was when the leaders decided to introduce the services and products to their current and potential clients. ECG wanted to have one on one connection with the clients. When the client actually signs, the contract and they start receiving their service that was part of the growth stage. ECG wanted to keep their clients and gain more. Steve looked at all his competitors and analyzed what they were bringing to their clients and how many clients they have. After investigating the facts, Steve saw that some of the clients felt under appreciative and sometimes abandon. All this was coming from ECG’s competitors. Some of the top regional competitors went after the large hospitals and forgot the smaller hospitals. They also offer continuing education for some the physicians. Steve and Dr. Woods realized that they had two sets of competitors, the emergency department staffing and independent providers. The independent providers were companies that provided documentation and reimbursement. Some clients have direct contact with them and some look to the ED staffing to bring that along with the other services they have.

Back in December of 2015, Kaiser Permanente planned to acquire Group Health Cooperative for 1.8 billion dollars with a proposition to invest $1 billion in new equipment, staff, facilities and research in hope to improve health in Washington state. In the Advisory Board’s article Eyeing growth, Kaiser announces first major acquisition in over a decade it says, “these deals are focused on delivering a better product to

Porter’s five forces analysis provides a methodology to evaluate the external markets. Its consideration of substitutes, threats and power of buyer and supplier assists with the development of an integration strategy. A thorough analysis can isolate attractive opportunities in support of building a profitable business model. These strategies can leverage vertical and/or horizontal integration of new business entities. These entities are designed to help with growing market share, increase efficiencies and/or reduce costs. During the 1990’s many hospitals pursued a combination of both vertical and horizontal integration. The goal was to create an integrated delivery network (IDN) designed to improve their economic performance.

This week’s case looks at the critical situation occurring at Riverview Regional Medical Center located in Etowah County, Alabama. The medical center, located near a strong competitor, is run by a veteran in the hospital management market, Mr Matt Hayes. Hayes is actively in the process of developing new ideas and revolutionary steps in an attempt to remain competitive in the market and regain profitability. The overall performance of Riverview Regional Medical Center appears to have decreased throughout multiple departments except outpatient surgical procedures, outpatient CT imagining, MRI imagining and inpatient MRI scans.

Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact

Successfully assisted our team in contracting with (33%) of the client nominations for the First Health product. Maintained the Fulfillment shared area and provided current and updated contracting documents; used nationally by the PDS and Networks

A supply chain is very important to an organization. It can and should show the relationship between suppliers, distributors, managers and consumers. This paper would detail how important suppliers and distributions are to an organization’s success. And how important a supply chain is within an organization and how managers can utilize the supply chain. It is important that companies such as Target Corporations utilize the supply chain and gain competitive advantages. Target is one of the world’s largest retail stores; the first Target was opened in 1962 in Roseville, Minnesota (Target.com). By the end of 1962 there were only four Target and they were all operated in Minnesota.

An organization such as the Oregon Association of Hospitals and Health Systems (OAHHS) is established to help Oregon hospitals understand how to best serve their unique communities, while continuing to reach state-wide goals. OAHHS currently has a primary goal of helping Oregon hospitals to reach the Triple Aim determined by healthcare reform: improving the quality of patient care and population health, while reducing the per capita costs. This type of organization completes ongoing analyses of their business, on a regular basis to ensure that they are communicating the most up-to-date information to the hospitals of their state. A SWOT analysis is one type on analysis that can help them to determine internal and external factors, including environmental and marketing challenges that may need addressed.

There is a new trend in the health care provider market and the hospital has not stand ahead or abreast of the new trend. Today, it is estimated that 6,400 urgent care centers have been established nationwide (Ferenc & Stempniak, 2015). The American Academy of Urgent Care Medicine reports a higher number, 9,300 urgent care clinics estimation (Ferenc & Stempniak, 2015). Those numbers will grow. It is predicted that the “$14.5 billion urgent care industry will increase by 5.8 percent annually through 2018 to about $18.8 billion” (Ferenc & Stempniak, 2015, p.7). With numbers like that, it benefits the hospital to readjust its delivery of health services to look heavily at the new trend practices. The leaders failed to conduct a market and financial analysis. This may cause the hospital to loose its viability as a competitor. As a result, the hospital cannot identify market trends to stay ahead of the trends and be prepared to meet challenges that come along with those trends. In addition, it has failed to conduct a financial analysis to assess if it is profitable to implement new strategies to meet the market

By 2006 there were only three major health care distributors, Cardinal, Amerisource, and McKesson, all offering the same products and services (Pearce, 2011). But, Cardinal stood far apart from its competition because a larger percentage of their overall operating income came from non-distribution activities. Their portfolio was diversified into distributing pharmaceuticals, packaging them, providing devices to hospitals that automate dispensing of drugs through their Pyxis subsidiary and providing pharmacy services through Medicine Shoppe (Pearce, 2011).

Russell, R. S., & Taylor III, B. W. (2014). Operations and Supply Chain Management, 8th edition. Hoboken, New Jersey: John Wiley & Sons, Inc.

The TSCC model also encouraged O&M to want to get other hospitals in Seattle to use it. Stefanic believed that hospitals standardizing their orders would decrease O&M’s on-hand inventory SKUs, thus creating cost saving opportunities for the hospitals. However, O&M’s move towards fewer SKUs has proven a daunting task in the healthcare industry.

Our approach was to facilitate the demand with respect to the market. We penetrated the market by building factory in Fardo and building warehouses to the respective regions, Caleopeia, Sorange, Entworpe, Tyran. Another component that we had to consider was finding the optimal cost to increase market share and increase our profit margin. Discussion on the logistics will be discussed thoroughly, which affected our decision points and our overall outcome. There are a few questions we needed to answer before we built a road map to our strategy i.e. figuring out where to build the factory and warehouse, estimate the demand of the four regions and Fargo region, should we change capacity, adjust ordering point with respect to quantity, and also

Walmart has a large retail seafood business and it is always a challenge to reduce cost and promote sustainability. With upward trend for the demand of sea-food, depletion of the seafood supply is inevitable unless Walmart have a deep engagement of their supply chain. One strategy that Walmart wants to promote to their suppliers is for all of them to take up the Marine Stewardship Council’s certification program. This process will be time consuming, expensive and complex. The depletion of some fish poses a threat to Walmart and its seafood supply chain.