Assessed Supply Chain system and processes for a health system in California and recommended/implemented conversion to include new ordering MMIS system. Built a strong relationship with, and standardized to, a separate company with its own centralized warehouse in the market to further reduce costs. Set up a conversion to a different primary distributor in the market through the centralized warehouse. These changes picked up economies of scale for both companies and streamlined operations for all concerned. In addition converted distribution methods for all Clinic settings for their vaccines and reduced inventory by approximately 90K annually.

Initial 4 months consisted of spending time finalizing orders and building an Equipment list for 4 Surgery Centers that were built so equipment planning could be done for future Surgery Centers using the same footprint and specialty procedures. Moving forward, collecting Vendor Distribution agreements or initializing same to help reduce expenses, since most did not exist for the existing 13 Surgery Centers I started with. The next step was to make sure that the 13 Surgery Centers were up to date on their GPO Letters of Commitment. The next two years was spent building equipment @ disposables Planning lists for three new Centers that were being built from the ground up, and placing those orders for basically all equipment for the Centers including the Specialty Equipment for all of the individual surgeons and their individual specialties since all three Centers were different. Managed all 16 Surgery Center GPO relationships and Vendor Distribution agreements and assisted with collecting and evaluation all requested Capital Equipment Requests (CERs) for all 16 Centers. Included was converting 14 of the 16 Centers to a new Materials Software involving Item Master Files, uploads with new vendor (ENVi) and the Vendor files for each Center including overseeing the rebuilding the inventory count sheets from System to System.

Travel approx. 3 .5 weeks a month to facilities every month. Main focus was operational in nature to streamline functions, standardize disposable supply contracts, support Executive Leadership wherever possible, redesigned local warehouses to meet regulatory requirements, and improve GPO contract compliance wherever and whenever opportunity was available. Relationship building was key to the success of this role. Participated in Facility Value Analysis Team monthly meetings as Corporate Representative and shared information in both directions.

I was hired in January 2013, in order to create, operate and manage a Corporate Materials Management Department. The main function were to take control of all expenses for all entities under Foundation HealthCare. This function would include analyzing, evaluating, and implementing the consolidation of 3 G.P.O's to one, for all of our organization to utilize. The organizations are: Corporate, 3 hospitals and 11 ASC's. The following was created and implemented as well: Corporate Materials Management policies and procedures as well as facility Materials policies and procedures that were standardized throughout the organization. I also designed and implemented Materials Management processes to include, but not limited to the acquisition of supplies, contracted services, bio-medical equipment, inventory management, consignment agreements, multiple GPO consolidations, and multiple distribution agreement consolidations. In addition, standardization and implementation took place regarding the above programs for each facility. This was done working with GPO vendors to save in excess of 1.9 million dollars, which includes agreements such as custom surgical packs, medical waste, linen, bio-medical maintenance, office supplies and other agreements. Implant supply cost reduction opportunities were found by working with both GPO and non-GPO vendors to find available savings for all facilities totaling just over 2.4 million dollars, or an average of 35%. I am also a member of the Corporate Due Diligence Team to determine the acquisition viability.In an effort to standardize software between hospitals, I was responsible for the implementation of a change in Materials software that went live on 3/1/14 in one of our hospitals. In order to accomplish all of the above, relationships and various methods of communication had to be either built or expanded upon with the C-Suite membership, facility staff and the vendor community, all of which I have done throughout my career.

This responsibilities this position held were to oversee all acquisition and distribution of supplies and equipment for a 297 bed facility, that also has 24 clinics. Inventory control and expense management have also been key at this facility. Team building, logistical supply re-design and distribution restructuring have been main focuses, while cleaning up old debt, reduction in DSO standings with vendors and increasing contract compliance through standardization and relationship building with both facility staff and physicians/surgeons....

I was hired as the Materials Management Director, but shortly after my arrival, I was asked to manage, oversee, and direct additional departments, staff and operations. The departments included, Linen Distribution, Bio-medical Engineering, and Central Sterilization. In addition, due to the distribution functions, I was given the mailroom to relocate and manage, as well as the exterior courier duties, which picked up and delivered to all off-site locations. I negotiated for and outsourced the Linen Services with a local company to build a processing plant to increase job opportunities in the community which totaled 55 positions. In addition, this savings constituted a dollar savings to the facility bottom line of 38 thousand dollars annually.In addition, the Bio-medical Engineering department was outsourced to GE and saved 18 thousand dollars to the facility while increasing service levels to all locations, and meeting or exceeding all regulatory agency requirements. Since the Materials Director position had been vacant prior to my arrival for over 2 years, the general functions included re-writing all of the above departments policies and procedures, walking through all processes, by department, and evaluating all staff and their competencies.Contract compliance went from 74% to 89% due to standardization of supplies and equipment, working directly with the facility department directors, end users and various GPO vendors based on contracts available at the time.

Managing Materials functions for a three hospital system, which included two surgery centers and 26 clinics, in a two county area. This included all Supply Chain functions including the following: Group Purchasing Organization relationships, contract compliance, departmental order placement, Shipping and Receiving, distribution of supplies, charges of supplies to patients, as well as membership on all necessary and related committees such as Safety and chairing and managing the Product Evaluation committees.

This organization consisted of 12 hospitals. Within this group I oversaw and managed three hospitals (one Trauma hospital and two acute care), and three clinics. The names are as follows, St. Anthony Hospital Central, St. Anthony North, Summit Medical Center, St. Anthony Copper Mountain Clinic, Granby Medical Center, and Seven Mile Clinic.In addition to the above named facilities, I had responsibility for a centralized warehouse that also serviced these facilities. The ordering, warehousing, distribution, inventory control and inventory processes for all of the 6 facilities were my responsibility. I increased PAR levels to improve efficiencies as well as customer service levels, which went up 78% in the first year. I also improved the employee satisfaction survey results by just over 50% within the organizations listed above, why reducing labor through re-distribution. Our contract compliance overall increased from 69% to an average of 78% and interaction with the GPO was critical to this success due to the Trauma Center as well as the nuances of the clinics and their geographic delivery needs due to space and weather.

Responsibilities included opening an 80,000 sq. ft. Distribution Center and Customer Service /Distribution Department- Service 12 Acute Care facilities and a Rehabilitation Center in the surrounding Colorado. Oklahoma and Kansas areas. This allowed daily deliveries to the Denver facilities, Purchasing and Customer Service functions for all 13 facilities and a consolidated location for excess equipment storage and a re-allocation to sister facilities, thus reducing SKU's at the facility level and permitting greater buying power in all future contracting opportunities.

Primary responsibilities included negotiating, analyzing, monitoring and maintaining all local facility, market and divisional contracts. The 13 facilities in this Division are located in the Colorado, Oklahoma, and Kansas areas. Savings while in this position totaled 1.3 million dollars and some of these contracts were for record storage, medical waste, solid waste, cylinder gas, bulk oxygen, pest control and some respiratory specialty products. During this time I also worked as an interim Materials Director at one of the 13 facilities while Division was recruiting for this position. In addition, I implemented a multi function machine program that saved the facility (Rose Medical Center) almost 15K monthly by installing 58 machines. This reduced leases, desktop printers, toner cartridges, service agreements and standardized toner cartridges throughout the facility.

Responsibilities included acquisition of stock and non-stock supplies, capital and non-capital equipment, as well as distribution of same to all departments. This encompassed linen/laundry distribution, staffing and budgets for 41 FTE's throughout 4 departments in this 472 bed facility. contract compliance at this facility started at 31% when I arrived and was at 84% at the time that I left in October of 2004. During my tenure at this facility I also sat on the Materials Management Advisory Board at HCA Headquarters for 3 years. This was 1 of 9 positions that assisted HCA (which is now the GPO HeathTrust Purchasing Group) with choosing the best vendor(s) to negotiate with for the future. I was also the Divisional Director of Materials Management for the Southeast Florida Division, which included 13 hospitals. This position gave me the opportunity to negotiate both state-wide and Divisional contracts including medical waste, bulk oxygen, pest control as well as copy services and a new linen processing agreement. At the Materials Management Annual conference in 1997, I was also awarded one of HCA's Materials Management Director's of the Year.

Responsibilities included implementation of Columbia HCA's Resource Control Materials Management software system, obtaining all stock/non-stock supplies as well as managing the Capital Equipment budget. This 42 bed facility was a new acquisition for HCA so all policies and procedures needed to be written as well as implemented. Contract compliance increased dramatically, from 37% to over 97% during my tenure at this facility. Central Supply/Distribution, patient charges and all linen ordering, maintaining and distributing were Materials functions and responsibilities here,

Responsibilities included acquisition of stock/non-stock supplies, capital equipment purchases, Central Supply and Distribution, collection of all patient charges and monitoring all patient rental equipment, implemented 24 Pyxis supply stations throughout this 204 bed facility, and negotiated all agreements not under a National Agreement through the current GPO.

Responsibilities included restructuring the distribution /purchasing functions to include redesigning the on-site warehouse area for this 575 bed Acute Care facility, evaluate and implement a Xeros XBS (Xerox Business Services) program, which provided copy services for the entire facility, implement the HCA Resource Control Materials Management software system- hospital wide, and the last assignment was the installation and implementation of 111 Pyxis Supply Stations throughout the entire for control/cost containment purposes. To do this I had to complete a comprehensive study and evaluation of the entire facility's cost data and usage.

The responsibilities at this 202 bed acute care facility were very similar in nature to those positions listed above: Supply and Equipment acquisition, Capital Budget, Shipping/Receiving Distribution, and staff management.