In point of fact, from our empirical experience it requires a systematic approach to reducing your healthcare organization’s supply chain expenses to get it right. This concept is analogous to what the insurance industry calls BLANKET COVERAGE, a single unifying policy that covers any and all of your risk or exposure to unforeseen calamities. This BLANKET COVERAGE idea holds true with “Healthcare Expense Reduction”; To get it right you need to cover all of your supply expense categories of purchase – all at one time. 

To get you started on this journey, we have listed seven core elements of a successful “Healthcare Expense Reduction” unifying system. We advocate these core elements for you to obtain the highest return-on-your-investment of time, effort and resources in order to attack ALL of your supply expense savings simultaneously.

You will notice that these seven core elements described herein are actually interconnecting programs which you should have in place which cover the total spectrum of your “Healthcare Expense Reduction” efforts as follows:

1.   Utilization Management Program

2.   Value Analysis Program

3.   Contracts Administration Program 

4.   PriceCheck™ Program

5.   Inventory Management Program

6.   Linen Management Program

7.   Forms Management Program

As this list suggests for your “Healthcare Expense Reduction” to be effective you need to have complementary and synergistic expense reduction programs in each of your supply chain disciplines, not one-time events. This way you can be assured that you have “Plugged all of the leaks” in your supply expenses before they become mile-high gushers or raging rivers.  

This isn’t just a theory, but the actual system that we have employed ourselves over the last 23 years to assist hundreds of healthcare organizations in reducing their supply expenses to absolute minimums, and then to keep their expenses under control — going foreword.

Utilization Misalignments

Just because you have the best price for your purchase service contracts doesn’t mean they are cost effective. You also need to eliminate all waste and inefficiencies in their value streams. Just like one of our clients found when they looked at their telecommunication invoices only to find they were being slammed with thousands of dollars of phone charges annually they hadn’t authorized. So don’t stop searching for additional purchase service savings because you think you have best price, when there literally is hundreds of thousands of dollars of new and better in-use savings that are just waiting for you to harvest.

Specification Overkill

When I read a purchase service contract that hasn’t had its specifications revised, improved or amended in a number of years, I can always find small or big savings opportunities because our customers don’t need everything that is included in the contract to perform the service that is described. 

For example, how many times does your hospital’s windows need to be cleaned in any given year? Have many times a year does your high and low-tech equipment really need to have preventive maintenance? How many rent-a-guards do you need on each shift?  Do you get the idea?

In-Sourcing Opportunities

For many years it becomes such an ingrained habit to outsource a particular service for many years that we overlook the possibility of in-sourcing these services again when the timing and conditions are right to do so. Food service or environmental service outsourcing are good examples of this happening. It’s been my experience that these departments generally aren’t outsourced for lower cost alone. It’s usually quality issues too, that drive the decision to outsource these departments in the first place. Therefore, it’s my suggestion that when any purchase service contract comes up for renewal it should always be considered a MAKE or BUY decision, not just a contract renewal decision.  This way you never-ever leave any purchase savings dollars on the table – untouched!

As more and more supply chain managers take on the responsibility of sourcing, bidding and negotiating their healthcare organizations’ purchase service contracts, just remember that your purchase service contract price is just-the-tip of the iceberg! Your greatest purchase service savings are actually to be found below the waterline. This can represent as much as 26% in aggregate purchase service savings annually for your healthcare organization in the first round of value justifying your purchase service contracts.  Don’t you think this is a much better way to shave your purchase services cost, than just attacking your price alone?

Large Dollar Expenditures - Products, Services or Technologies with an annual value of $25,000 or more.

Vendor Recommendations – Review brochures, catalogs, samples from vendors to cull new savings ideas.

Magazine Articles On Savings Opportunities - Call article authors to find out exactly how they did it.  They will be happy to help you out without a fee.

New or Changes in Regulations - Most new or proposed changes in regulations costs can be reduced through Value Analysis.

New Clinical and Administrative Employees – Interview new employees for savings ideas they have been exposed to at other healthcare organizations.

Benchmarking – What are other healthcare organizations doing to save money?

Any Disposable Product – Can you return to a reusable product?

Any Type of Custom Kit or Tray – Contents of kits and trays should be fully investigated for their value!

New Technology – In addition to the cost of the new technology there is always add-on cost of labor and supplies that must be value justified.

High Utilization – Any Product, Service or Technology that has a high utilization cost is a candidate for study.

Product Recalls – Value Analysis Team(s) should be empowered to investigate why the product was recalled and the corrective action required to bring into conformity.

Bundled Products – Products like IV Starter Kits, Admission Kits, etc., need to be value justified.

Old Technology – Old technologies tend to be wasteful and costly and should be evaluated for appropriateness.

If you have any additional savings pipeline ideas, I would love to hear from you (bobpres@strategicva.com), since there is still time for me to add them to my new book. Naturally, if your idea is used in the book I would give you attribution for your idea.  I’m looking forward to hearing from you.

___________

* “The Healthcare Value Analysis Bible: The Ultimate Savings Resource” will retail for $29.95, plus $5.98 for shipping and handling (pricing subject to change in the future).  If you would like to pre-order this A-Z blueprint for establishing, refining or re-energized your supply value analysis program we are now offering a 10% discount on the retail price of the book, if you pre-order by February 26, 2010.  You can e-mail your order (with your name, title, organization, phone number, e-mail address, and shipping and billing address) to bobpres@strategicva.com. You will then be the first to receive this important breakthrough must-read book no later than May 2010.

Become a Savings Magnet

Read this book and in a few weeks save more
money than you have in years. Sounds unbelievable? Robert T. Yokl
and Robert W. Yokl, healthcare’s leading authorities in Supply
Utilization Management, have helped hundreds of hospitals,
healthcare systems and integrated delivery networks to saved close
to a half billion dollars by employing the same utilization
management strategies, tactics and techniques that they will teach
you in this book.     Click Here for the Special Report

That’s what I’m hearing from the marketplace; it doesn’t take a lot of money to incentivize your doctors to save.  All you need to do is to find out what products, equipment, training, technology, staff, etc., that they desire to do their work more effectively and productively, but don’t have these resources now. Then offer to purchase or obtain one or more of these “wish lists” items as an inducement for them to save money for your hospital, system or IDN on a particular initiative that you are proposing, such as, orthopedics, neurosurgery, cardiology, etc. 

The operative words here are that these incentives must effectively and productively improve your hospitals operations.  You don’t want to give away incentives that are just NICE to have but are not required. They must actually be beneficial to your hospital and your physicians to be a win-win scenario for all involved parties.

Naturally, these “Pay for Performance” programs can’t be arbitrary, ill-defined or unverifiable. To the contrary, they must be highly organized, truthfully measured and value-based. For example, you might find that your cardiologists have been requesting a new piece of equipment in their capital budget valued at $28,396, but it has been denied for years.  Your task then is to have your cardiologist agree — in writing — that they will be required to save three times ($85,188) the value of this equipment by assisting you in the evaluation of your hospital’s pacemakers and difibrillator’s cost, product mix, and applicability for this new equipment to be approved for purchase.

Considering you would have a minimum return-on-investment for your hospital of 200% for this hypothetical project, I believe that this is what I would call “savings on the cheap” when you consider doing nothing is costing your hospital hundreds of thousands of dollars a year in lost opportunity costs.

So don’t be apprehensive about incentivizing your physicians to save (it’s a good business practice), since it is one of the best investments you can make with your hospital’s money. Keep in mind, your physicians have no incentive to save money today — unless you give them the incentive to do so!

As Jack Welsh suggests in his quote, it’s in our human nature to select safe, comfortable and reachable goals. Why should you or your team stick their necks out when management is only asking the bare minimum goals from you?  I see this “small thinking” attitude all the time.

I recently asked a material manager at a 238-bed community hospital what his savings goal was for next year and he told me that his senior management had set a goal for him of $50,000. By my estimate this material manager should meet this goal in less than three months — not one year.  That’s not a “stretch goal”; it’s a puny, undersized, and no brainer.  If I was this material manager I would at least triple my senior management’s goal to $150,000, just to keep me from falling asleep at the wheel.   

If you want to have BREAKTHROUGH savings, then you need to bring about breakthrough THINKING for yourself, your staff and your value analysis teams. The best way I know to do so is for you to set “stretch goals” for every level of your supply chain operations vs. letting your senior management set them for you. Then brainstorm with your supply chain team to discover how you will meet your oversized goals.

As an illustration, one of our supply chain clients established a “stretch goal” for their department of $11 million for this fiscal year, although they didn’t know how they would make these savings happen when they committed to this goal. That’s when their supply chain team honed in on their utilization misalignments with our assistance and found $15 million dollars in new potential savings. If they would have settled for a so-so savings goal instead of establishing a stretch goal, they wouldn’t have found these big savings opportunities! With breakthrough THINKING, they are now on target to achieve breakthrough SAVINGS – not meager results!

So remember, when you are setting your supply chain savings and operational goals for 2010, don’t take the road most travel by establishing safe, easy and undersized goals. Stretch yourself, your staff and value analysis team(s) by instituting oversized goals that will lead to breakthrough thinking and gigantic results.

A good way to look at this emerging trend is check out what other industries are doing when they HIT the wall on savings. Over the last 5 years or so manufacturing, energy, financial, airline industries, etc., have been attacking the in-use cost of their products, services and technologies. Why? Because their price savings have disappear!

The tactic industry uses to drive out all of their waste and inefficiency in their value streams is called demand management or as we like to call it in healthcare — utilization management. This approach has saved billions of dollars without hurting their customer’s quality.

In brief, the demand management (i.e. utilization) methodology focuses its efforts not primary on suppliers or price, but on how products, services and technologies are deployed in an organization. Are there wasteful and inefficient practices, are they being misused or misapplied and are there lower cost alternatives to meet these stated functions at a lower cost? Its not uncommon for companies to cut 7 to 15 percent off their expense budgets and the savings can begin in as little as three months.    

Extensive Industry research confirms the future of supply chain management isn’t about suppliers or price, it’s about your CONSUMPTION, where 79% of all of your new savings reside. Since most healthcare supply chain best practices (e.g. spend managers, just-in-time, ERP systems, etc.) are adopted from other industries, this is one trend that you don’t want to overlook, ignore or disregard because … it’s the future of supply chain management! This isn’t a prediction, but a fact!

So if you want to start creating the future of supply chain management at your own healthcare organization you need to start today by focusing on your own products, services and technology consumption. That’s where other industries are finding a GOLD MINE of savings, not just by bidding, negotiation or joining a new GPO to obtain a better price.

This process of sharing multiple data points with our client enables us to triangulate our benchmark with our client’s OWN known, reliable and defendable internal data to confirm our benchmark’s validity.  This procedure usually affirms to our client that our benchmark is consistent with his or her OWN internal data and therefore makes good business sense for our client to investigate this savings opportunity.  

The operative word in this benchmarking validation process is OWNERSHIP.  When your customers see with their OWN eyes that your benchmark is consistent with their OWN internal data you can then make a believer of them. Without their OWNERSHIP (or believability of your data) you will never ever get your customers to judge that your benchmark is reliable, dependable or trustworthy.  It’s just that simple!

—————————————–

I have just given you the definition (above) of a new and emerging best practice called Activity-Based Utilization Costing that can revolutionize the way you save money. I’ve done so because now that price savings are slowly disappearing this new methodology will help you dig even deeper and broader for new and even better savings.

Here’s what it is all about

Activity-Based Costing (ABC) was developed in manufacturing in the 1970s. It was introduced by cost accountants that were seeking to identify the cause-and-effect relationship of their organization’s products and services to more objectively and accurately assign cost to each of their operations. Prior to this point in time, most operating cost were assigned by accountants as broad percentage for direct and indirect cost. 

Where products, services and technology costs are shared, such as we do in healthcare organizations, the ABC methodology requires some sort a weight factor to allocate cost accurately.  This weight factor is based on what is called a COST DRIVER or activity that directly relates to your products, services or technologies actual cost.  For example, the number of custom packs that you use in any given year would be assigned based on the number of case mix adjusted procedures (cost driver) you utilize. In this way you now have identified a cause-and-effect relationship between your custom packs and case mix adjusted procedures that can be precisely calculated.

Here’s how it can help you

We have found by employing the ABC methodology to measure utilization performance for our clients, once we have assigned a weight factor (or cost driver) to all of our client’s natural classifications (IV sets, Oxisensors, elevator contracts, dressing, trays, pacemakers, orthopedic implants, etc.), we can then quickly and easily identify any and all of our client’s utilization misalignments.  This means in real terms a saving in the range of 7% to 15% based our client’s total supply chain spend annually.

There are no shortcuts

You might say after reading this blog article, “Bob you are giving me a headache with all these calculations, isn’t there a simpler way to get the same results?”  I’m sorry to disappoint you but there isn’t an easy way to make these huge utilization savings happen. Believe me when I tell you that I’m always looking for an easier way to save money, but sometimes there are no SHORTCUTS to making savings happen. 

Where are your next savings coming from?

I would like to restate the fact that your easy price savings are slowly disappearing therefore, new and better savings strategies, tactics and techniques must be employed for you to keep your savings machine humming. Activity-Based Utilization Costing is one of the proven best practices that can assist you in improving on any savings strategy that you are now pursuing to save money. 

Lastly, don’t be overwhelmed by the intricacies of ABC methods that I just talked about because if I can learn, master and then apply these ABC techniques of this new science of savings — YOU CAN TOO!    

What happens when you run out of price savings, or as I like to say, “What happens when the fish stop jumping into your boat?”  At a recent seminar that I conducted a MM’s answer to this question was “Look for a new job”.  I don’t think that’s the right answer to this question — do you?

Reality check: Your vendors’ cost for transportation, energy, plastics, etc. (or 80% of the things your hospital buys) will continue to escalate. So who do you think your vendors are going to pass this cost along to? 

Yes you got it right – YOU!

I was just talking to one of my major teaching hospital clients the other day who is scrambling to find more savings in their orthopedic and spine implants, but even after benchmarking his cost with us and bidding his implants using our benchmarks as a guide, he only shaved a few percent off his implant prices. By the way, this client belongs to two GPOs and still can’t get better prices even with his own custom contracts on implants

The next day I talked to another client of ours who is the Vice President of Purchasing for a six hospital system who is racking his brain on how to get better prices for his hospitals, when he never had this challenge before.  Until recently, he always could find a new and better price savings on any commodity he was purchasing.

What does this all mean to you!  If you are betting your career on finding new and better prices for the commodities you buy in the future you are going to be in for a rude awaking – it isn’t going to happen.

On the other hand, if you look beyond price you can make a quantum leap forward in utilization savings that are never ending and are right in front of your eyes just waiting to be harvested.

Savings Beyond Price -Weekly eNewsletter – June 10, 2009

Robert T. Yokl

President & Chief Value Strategist

 

Five Myths vs. Facts!

Greetings,

Over time we all develop a belief system that is based on our life experiences, biases, and traditions but are these viewpoints myths or are they facts? These collective perspectives or assumptions that we gather over time can relate to our supply chain world as well as our life!

From a supply chain perspective if these beliefs and assumptions aren’t tested, inspected and examined vigorously we could be overlooking big breakthroughs in our supply chain management. Here are five myths versus facts that you should be reexamining in order for you to remove any performance gaps in your supply chain operations:

 

1.                Benchmarking Doesn’t Work

I can’t count the times a MM has told me that they believe that benchmarking doesn’t work because it is inexact science or we are different. By holding this belief, these MMs are missing the opportunity to save millions of dollars annually.

To the contrary, benchmarking is an art and science that has been proven in every industry, including healthcare, to be the best methodology to identify gaps in an organization’s performance. This leads us to search out best practices to fill those gaps that are costing us thousands, maybe even millions of dollars annually.

 

2.                Price Savings are Forever

I hope everyone understands that “nothing is forever”, but too many MMs believe that this truism doesn’t apply to price savings when the facts inform us differently. With few exceptions, hospitals, systems and IDNs are just holding the line on inflation (3.9% for 2008) with their price savings, not beating it. This fact would lead me to believe that MMs should be searching out other sources of savings if they want to beat the inflation rate each and every year. 

 

3.                Utilization Management isn’t a Priority

Considering that price savings are slowly disappearing, what better source of new savings (7% to 15%) could there be than utilization (in-use cost)? How then can MMs IGNORE these big savings opportunities by stating that it isn’t a priority?  Shouldn’t the highest level of savings available at a healthcare organization, with the best ROIs, be an uppermost priority to every supply chain manager?

 

4.                Value Analysis is all About GPO Contracts

Every time we visit with a value analysis team we find them evaluating their new GPO contracts, with very little emphasis on the waste and inefficiency in their supply chain.

Value analysis ISN’T about GPO contracts; it’s all about functional analysis, which has nothing to do with GPO contracts. When will we get these two disparate supply chain activities designations right?

   

5.                Purchases Services isn’t in our Scope

I was just told again last week by a value analysis manager that he doesn’t believe that purchase services should be in the scope of his supply value analysis program. Then I asked him who did he think should be functionally analyzing these contracts? 

The way I see it your department heads won’t, your supply chain department is too busy, and your administration doesn’t even have these multi-year million dollar purchases on their radar screen. That’s why purchase service contracts MUST, in my opinion, be in the scope of your supply chain department and evaluated by your value analysis teams. To do less is to relinquish hundreds of thousands of dollars of savings annually.

 

These five myths vs. the facts should raise your consciousness to the possibility that all commonly held beliefs and assumptions aren’t always factually true. That’s why you need to challenge not only your own beliefs and assumptions, but those held by others in your healthcare organization that might not pass the test of time.

Your Partner In Savings Beyond Price™,

Robert T Yokl

Chief Value Strategist

Strategic Value Analysis® In Healthcare

Bobpres@strategicva.com

1-800-220-4274

 

P.S. Don’t forget to sign up for this ONE-TIME-ONLY “How to Create, Manage and Maintain High Performance Value Analysis Teams”  NO COST webinar on June 17^th (Eastern) at 1:00pm (Eastern). This webinar is exclusively designed for those hospitals, systems and IDNs who are seriously looking for new and better strategies, tactics and techniques to take your supply value analysis program to the next level of savings performance.

Well, I found early on in my career that it was easy to get the best pricing on everything that I bought if I contracted through my GPO or bid a commodity that wasn’t under a GPO contract.  I didn’t need to lose sleep over this important, but very manageable activity any longer.

That’s when I realized that value analysis was where the action, opportunities, and recognition were in any healthcare organization. From that point forward, at every hospital, system and IDN I worked I immediately formed value analysis teams to root out the waste and inefficiency in my healthcare organization’s supply chain.

By doing so, I immediately saved my hospital, system or IDN millions of dollars (beyond price) annually, and gained a reputation as a superb material manager.   This reputation wouldn’t have come to pass if I decided to use my skills to shave two or three cents off the pencils I was buying.

More importantly, because of the high visibility my value analysis teams attained in these healthcare organizations everyone in the organization knew us by our achievements (better quality, service and reduced cost).  When it came time for my annual pay raise or bonus negotiations my senior management never quibbled about giving me a raise or promotion because they had seen my work first hand in a very observable way.  

So if you are looking for more money, more recognition and more promotions in your healthcare organization, I would recommend that you “focus on what matters” – value analysis. And let your price savings become an automatic and systematic task that shouldn’t take much of your valuable time at all.

Savings Beyond Price -Weekly eNewsletter – June 3, 2009

Robert T. Yokl

President & Chief Value Strategist

 

No Magic Bullet

Greetings,

I think that there is a tendency in healthcare for supply chain professionals to seek out a “magic bullet” that will be a quick fix to ALL of our supply chain expense management challenges. But is this really the best path for you to take to improve your supply chain performance?

For years we all thought that the big quick fix was to have high compliance with our GPOs. Then every one thought the road to success was to purchase a new MMIS system to give them high visibility in their supply spend. This was followed by a massive movement by hospitals, systems and IDNs to cleanse their data. Now we all seem to be jumping on the data analytics train as if this is ultimate quick fix to all our supply expense management issues.

This is the road often traveled by supply chain professionals in their search for better performance, but these quick fixes will never sustain long-lasting bottom-line results. If you want to be better than good in your supply chain performance you will need to choose systemic solutions, not quick fixes.

We have worked with numerous healthcare organizations that have employed all of the quick fixes I just talked about, but they still haven’t optimized, institutionalized or operationalized their supply chains’ savings efforts. This is because these organizations haven’t systematized these efforts into a cohesive operating plan, but instead jump from one quick fix to another hoping that this new “magic bullet” will be the definitive answer to all of their supply expense management problems.

It is now high time for healthcare organizations, with limited time, money and resources, to ditch these quick fixes in favor of a strategic, systematic and programmatic performance improvement effort that seamlessly fits into a carefully thought out supply chain expense management short and long-range plan.

This way when a new saving idea, suggestion or scheme comes across your desk you won’t get caught up in quick fixes, band-aids or costly fads that don’t meet your exact strategic or tactical goals and objectives for any given year.

Your Partner In Savings Beyond Price™,

Robert T Yokl

Chief Value Strategist

Strategic Value Analysis® In Healthcare

Bobpres@strategicva.com

1-800-220-4274

 

P.S. Don’t forget to sign up for this ONE-TIME-ONLY “How to Create, Manage and Maintain High Performance Value Analysis Teams”  NO COST webinar on June 17^th (Eastern). This webinar is exclusively designed for those hospitals, systems and IDNs who are seriously looking for new and better strategies, tactics and techniques to take your supply value analysis program to the next level of savings performance.

 

It’s the same with the effects of our recession today. We have a great opportunity in these tough times to use this crisis to our advantage. Management at most healthcare organizations will be open to new and better savings ideas.  Our department heads and managers will be more malleable when it comes to saving money. Even our doctors will be more open to discuss how they can help us in this predicament.

Case in Point! One hospital client of ours told us just last week that their surgeons asked them to establish a committee that would sit down on a regular basis to help their operating room director to identify and then implement new savings ideas.  This hospital is being very proactive with their Value Analysis and Lean savings programs and the surgeons want to make a positive impact as well.

This is an unprecedented turn of events for this hospital, which I believe can be replicated nationwide, if only you decide to turn these tough times into a great opportunity to get your savings ideas heard, accepted and then implemented.

This isn’t a time to be frozen in your tracks.  To the contrary, it’s the best time that I have seen in decades for you to maximize your savings efforts by engaging your executive management and hospital staff in meaningful discussions that result in even more productive and efficient methods and practices than ever before.

Savings Beyond Price -Weekly eNewsletter – April 8, 2009

Robert T. Yokl

President & Chief Value Strategist

 

Have You Planted Your Seeds?

 

Greetings,

What do perennial flowers and recurring supply expense savings have in common? The simple answer is that both can grow and bloom for many years if you use the right tools, provide adequate nourishment, and the proper care and placement.

Why? We have found that healthcare organization must plant seeds today in order to generate new savings tomorrow, next quarter or even next year. Otherwise, your supply expense savings will be short-lived or worst yet, die on the vine before being harvested. 

Think about it this way.  Your price savings are getting harder and harder to achieve since you and your GPOs have squeezed your suppliers’ margins to the bone.  But that doesn’t mean that there isn’t BIG robust savings to be obtained by more effectively managing and controlling your healthcare organization’s products, services and technologies’ in-use cost or as we like to call them utilization misalignments.

In fact, our studies show that there is as much as 7% to 15% in NEW supply expense savings available to you right now. You can do this by attacking your wasteful and inefficient consumption, misuse and misapplication within the millions of dollars of products, services and technologies that you buy annually.

Case Study:  One of our 223-bed community hospital clients was getting an excellent price and rebates on their contrast media, but then they found using our UTILIZER™ Dashboard that their contrast media in-use cost was $42,666 higher than their peers. When this utilization misalignment was investigated by one of their hospital’s value analysis project managers, they found that their radiology department had standardized on 155cc prefilled syringes to administer their contrast media.  Their community standard was 100cc doses! After several negotiation sessions with their radiology director, he finally agreed to only use 155cc doses on his liver function patients; thereby immediately reducing his hospital’s contrast media cost by $41,298 annually.  This was a win-win for all involved parties!

Question! “How would you know where your utilization misalignments are hidden at your healthcare organization without having a power tool to plant the seeds to grow and bloom your savings every month, every quarter, and every year?”

The typical healthcare organization has 7,000, 14,000 or even 30,000 SKUs (stockeeping units) they must track, manage and control continuously to ensure that their pricing and utilization is truly within acceptable limits.  This is an almost impossible feat for super busy supply chain professionals to accomplish without leveraging technology to do this hard work for you.

A new era of supply chain expense management has arrived: Utilization Management. In fact, a new survey by Novation reported that 44% of healthcare organizations have decided to focus on utilization as their new path to savings for their hospital, systems and IDNs. This is the reality of the supply chain of the future, since price savings are slowly, but surely disappearing!

Isn’t it time that you jump on this fast moving utilization train so that you can reap the full benefits of new and better supply expense savings that are not only sustainable, but inflation proof?

 at a time.

Your Partner In Savings Beyond Price™,

Robert T Yokl

Chief Value Strategist

Strategic Value Analysis® In Healthcare

Bobpres@strategicva.com

1-800-220-4274

 

P.S. If you want to know more about what utilization management is all about may I suggest that you download our Utilization Management Special Report. This is the future of supply chain expense management.