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Did You Know...?
That Value Analysis Was Developed Back In the 1940's After World War II as a Way to Find Lower Cost but Higher Quality Alternative products and methods. This was Due to the Lack of Material Resources At The End of The War.
Savings Beyond Price -Weekly E-Zine- October 25, 2006
Robert T. Yokl
President & Chief Value Strategist
Greetings!
How Effective Is Your Competitive Intelligence Program?
Without knowing what the specific direction, trends, pricing, best practices and innovations that are emerging in the marketplace today it would be almost impossible for you to improve what you are doing.
I call this lack of competitive intelligence FLYING BLIND! Meaning that without competitive intelligence you are navigating without a guidance system to measure how well you are doing, thereby, missing huge opportunities to dramatically improve your pricing, rebates, incentives, cost, productivity, processes and systems.
The good news is that it’s not really hard to have an effective Competitive Intelligence Program if you subscribe to the dozens of reliable sources in the marketplace that can provide you with the cost and price trends, promising technologies, supply issues and new best practices that are up and coming in the marketplace.
Your Partner in Supply Chain Savings,
Robert T. Yokl
President & Chief Value Strategist
Do You Have A Winning Strategic Sourcing Strategy?
“STRATEGIC SOURCING: The Process Of Formally Searching For The Best In Class Manufacturers, Distributors And Service Providers To Meet Your Unique Purchasing Requirements” We have found that most healthcare organizations have been purchasing from the same manufacturers, distributors or service providers for the last 5, 7, 10 and even 18 years without giving a minutes thought to the strategic implications of doing so.
I call this the “linear” or straight line way of thinking about how we source our products, services and technologies which is costing you more time, money and resources than is needed.
A much better way is to think about strategic sourcing as a “Non-Linear” or elongated, choppy and non-descript line that can go in different directions at the same time. This type of sourcing can bring big dividends in time, money and resources to your organization.
For example, when I was sitting in your seat I procured all of my solutions and IV sets from a paper products distributor. I bought all of my paper products and chemicals from my food distributor. I purchased hundreds of my commodities directly from small, little known manufacturers at tremendous savings, equal or better quality, and faster and better service than most of the manufacturers, distributors and service providers right in my own back yard.
I know, right about now you are saying to yourself that my GPO makes all of these strategic sourcing decisions for me, so how can I have the winning sourcing strategies that you are talking about here?
Well, first of all, your GPO doesn’t have contracts on everything you buy today, so that’s the first place you should start your strategic sourcing initiatives. Second, you should be encouraging your GPO to buy GLOBALLY, and not just nationally like one of our clients who is investigating buying all of his plasticware directly from China at deep, deep discounts. Lastly, as regional purchasing networks (most hospitals are members of at least one network now) emerge as the dominate force in group purchasing over the next few years you can use your strategic sourcing strategies even more effectively at a local level as a member of these networks advisory boards.
The Bottom Line! You have more opportunities than you might think -- right now -- if you employ “non-linear” strategic sourcing thinking to reduce your cost and improve the quality of the products, services and technology that you routinely buy.
DID YOU KNOW…
That using a “Mind Map” to brainstorm individually or with your teams for new ways to do things can improve your creativity by 100%.
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