David Whitcomb Email & Phone Number

Lancaster, Ohio, United States

Led all Materials Management functions for FMC: Contracting, Purchasing, Supply and Distribution, Courier Services, Value Analysis, MMIS ERP functionality and Capital process.Responsible for the acquisition of $60 million of annual medical supplies and equipment. Manage $1.2 million operational budget and staff of 26. Manage $2.9 million of asset inventory for OR, Cath Lab and general supplies.Directed implementation of new MMIS ERP system for organization. All systems operational at go live with no systemic interruptions to service.Led hospital’s new GPO and Regional Sourcing Group RFP strategy and implementation. Significant savings established with increased share back and standardization incentives. Achieved $2.5 million in verified savings on $30 million of contracted spend. Double the savings that was estimated before implementation.Managed purchasing of supplies and equipment for new $36 million stand-alone ER/Health Center.

Athens, Ohio, United States

Guided acquisition of $40 million of annual medical supplies and equipment. Manage $600K operational budget and staff of 7.Manage $1.6 million of asset inventory for OR and general supplies. Transitioned inventory methodologies to enhance efficiency and control within supply chain. Reduced inventory from $2.3 to $1.6 in two years.Established clinical value analysis committee for surgery and nursing to evaluate new supplies and technology in conjunction with system parameters.Partnered with OhioHealth supply chain contracting and group buying partner to insure Obleness was included on system contracts.Monitored contracted pricing in ERP for vendor accuracy and invoice discrepancies.Implement continuous process improvements in all aspects of operations. Involve internal customers and staff in improvement initiatives to help clarify issues and improve change acceptance.

Columbus, Ohio, United States

Responsible for Central Ohio courier logistic functions for large healthcare client. Direct the hiring, training, and development of the operations team and staff of 90.Meet and or exceed market performance goals related to: customer satisfaction, quality, profitability, labor efficiency, equipment utilization, employee satisfaction, and safety performance.Oversee planning, implementation and ongoing management of new services and/or changes to existing services. Partner with sales team to evaluate potential new business and offer recommendations to enhance existing business relationships.Partner with clients to drive continuous improvement in service, quality, operational efficiency, and cost reductions.Inspect to ensure that all safety, preventative maintenance and other standards are consistently met. Ensure market fleet is properly maintained and utilized.Meet and or exceed client performance requirements and manage client relations through regular formal and informal interactions. Collaborate with sales, product development and other departments to monitor service trends.

Columbus, Ohio Metropolitan Area

Grant Medical Center 1997 -2001 Riverside Methodist Hospital 2000 - 2013 Responsible for $20 million of annual medical supply fulfillment and equipment distribution for Riverside Methodist Hospital. Manage $2.5 million operational budget and staff of 48.Manage $1.8 million of asset inventory on two campuses (Riverside & Distribution Center). Partnered with a national distributor to plan and implement a JIT inventory distribution system accounting for a total inventory savings of $1 million. Resourced and implemented a system-wide internal package tracking system using barcode technology to reduce delivery errors and customer service issues by 90%. Integrated with ERP system.Developed Supply Chain continuance plan for emergency disaster response in conjunction with key business partners and clinical staff.Manage linen distribution of 5.5 million pounds of clean linen worth $3 million annually. Key member of the implementation team for the joint venture laundry facility servicing the majority of Central Ohio hospitals.Implement continuous process improvements in all aspects of operations. Involve internal customers and staff in improvement initiatives to help clarify issues and improve change acceptance.