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    Eric Jurinic

    Planning Your Post-COVID Supply Chain Approach

    Global Impact: Rebecca Rock, RN and SABM CFO talks with HPI about two roles across two countries

    From Lab Trend Visionary to Dark Group CEO: HPI connects with the Founder and Editor of the Dark Report, Robert Michel

    Two Imaging Leaders, Two Systems, One Outcome: Communication

    From Communication Strength to Just in Time Reopening at MGH A conversation with Dr. James Brink, Chief of Radiology at Massachusetts General Hospital

    From Time Magazine to PBM Influencer: Sherri Ozawa's Mission to Define the Value of Blood

    Buried Blessings: Pandemic perspective from Tom Strauss, CEO at Sisters of Charity Health System

    Katie Castree, Career Healthcare Process Improvement Connoisseur

    Solving Lab Challenges through Recruiting Innovation: HPI connects with Lighthouse Lab Services President, Jon Harol

    Providing Value-Based Care in a Pandemic through Telehealth and Data Resources: An HPI exclusive with Dr. Darrel Weaver

    From Supply Chain Crisis to Innovation in a Pandemic

    From Navy Medic to running a Clinical Laboratory . . . during a pandemic

    Planning for Blood Shortages in a Pandemic with Dr. Claudia Cohn

    Blood Banking is more complex today than ever before. Rob Van Tuyle, President of Vitalant's Blood Division, tells us why.

    Profoundly Impacting Healthcare with Breakthrough Anemia Management

    Supporting Imaging Precisely Where You Need It

    Working Together Makes End of Life Conversations Easier to Have

    The Future of Imaging: Assessing the early impacts of COVID-19 and the path to innovation through Artificial Intelligence (AI) A conversation with Dr. Geoff Rubin

    Pivoting in a Pandemic: How a U.S. 3D printing manufacturer is helping healthcare in its time of need

    Mara G. Aspinall: Diagnostic evangelist educating the world on the power of diagnostics today

    How The Joint Commission is addressing the COVID-19 Pandemic

    CHI Nebraska’s Laboratory Director Connie Wilkins, describes How To Manage a Clinical Laboratory During the pandemic

    Former Commercial Lab Leader Highlights the Hospital Lab as the Solution to Community Sustainability in a Healthcare Crisis

    Three Phases Essential to Crisis Preparedness in Patient Blood Management with Anne Burkey of St. Luke's Health in Boise, ID

    The Importance of Agility in Your Lab

    Dr. Paul Biddinger Shares Three Ways to Prepare for COVID-19

    Bringing Clinical Skills to Operational Leadership During a Time of Crisis; Dr. Blanton, Chief Medical Officer at Peterson Health

    7 Team Attributes to Teams that Work in Challenging Times & Through Rapid Innovation

    From Finding Problems to Saving Lives: The Evolution of Interventional Radiology

    Identifying the Potential with AI in Radiology with Dr. Chung

    Communication in the C-Suite with Cliff Robertson of Catholic Health Initiatives

    Reviewing Your Patient Financial Journey with Melody W. Mulaik, President of Revenue Cycle Coding Strategies

    Ask An Accumen Expert: Carolyn Burns, MD, a Patient Blood Management Advocate

    Linda DeVee, Leads Radiology Services at Edward-Elmhurst Health

    Theresa Mouton, Market Chief Financial Officer with Steward Health

    PELITAS President and CEO Steven Huddleston Wants Patients to Have a Great Experience – Both Clinically and Financially

    How Do You Deal with 2 Billion Forms a Year? Ask Randy Campbell

    Medical Director of Telehealth for UAB Knocks Barriers Down to Treat Patients on Their Terms

    C-Suite Spotlight: Wayne Bohenek Chief Ancillary Services Officer, Bon Secours Mercy Health

    A Leader in the Laboratory Service Line : Pierre Mouawad

    Healthcare Partner: Autumn Farmer, Chief Laboratory Officer, Bon Secours Mercy Health

    How Imbio is using AI to close the gap of missed diagnosis with Mike Hostetler

    Spit Matters with Bill Phillips from Spectrum Solutions

    How COVID-19 inspired TeraRecon to accelerate their imaging solutions to the point of care with Jeff Sorensen

    It’s clear organizations and hospitals around the world have been drastically impacted by COVID-19. Manufacturing plants are closing, hospital’s revenue streams have been severely impacted, supply is constantly shifting, and new demand patterns have emerged. As a result, it’s only natural for humans to plan accordingly and have some COVID related post-traumatic stress. We are seeing planners going back to old ways – generalized decisions, physician preference vs filling a need, limping along with the hope of supply issues going away, and other reactive responses. To understand why, we must dive into the root cause of the issues and drive transformational change to take back control of the supply chain, making it sustainable in any environment.

    In the short term, it’s a natural response that in order for humans to ease fear, they have to feel in control.  Hospitals outside of hotspots are preparing for the worst. How they do this is preemptive ordering based on what other hotspots have done, learning from their mistakes and successes.  This has had massive implications to capacity of the limited number of suppliers who didn’t have capacity to supply increased demand to begin with.  So, what is the solution?  The natural solution is for sites (sometimes multiple sites) to over order, we know this as the ‘toilet paper effect’, or in supply chain terms, “the bull whip effect”.  But what about reaching out to local manufactures and thinking differently?  We are seeing a huge outreach to communities and hospitals partnering with local business to develop products. Unfortunately, this innovative thinking has only occurred when the products don’t show up.  Supply chains need to acquire to a more proactive approach.  Will this happen – and will it stick?  Only time will tell.

    Ultimately, to ease the fears of surges, Supply Chain Executives need to empower their teams to learn from this crisis, thinking out of the box for long term solutions while responding to the immediate need.  To recover, it will be imperative that supply chains do not go back to the old way of planning. This we all can agree on.

    There is a positive message here – we have seen communities and hospitals come together to creatively solve issues and think out of the box. We are witnessing innovation faster than healthcare has ever seen before in preparation for surges. Referencing the supply chain, was this the reset we needed to force us to think differently to find a better more efficient way? I for one think so.

    Eric Jurinic

    Eric Jurinic

    Regional Director, Supply Chain Management