CREDIBILITY – Does Your Supply Chain Have It?. SEPAC of AHRMM Tuesday, September 21 st 2010. PRESENTER. William Stitt, CHL CRCST CMRP FAHRMM Vice President, Materials Management Robert Wood Johnson University Hospital New Brunswick, NJ Phone: 732-937-8572
SEPAC of AHRMM
Tuesday, September 21st 2010
Vice President, Materials Management
Robert Wood Johnson University Hospital
New Brunswick, NJ
The quality, capability, or power to elicit belief.
The degree to which a communicator or communication is believed by the recipient. The credibility of such a message will be increased if delivered by a communicator who is expert, trustworthy, and appealing.
Creating and fostering an environment of trust
Ongoing support and “buy in”
Setting reasonable goals and objectives
Data driven decisions
Communicating challenges and barriers
Bring solutions along with the issues
Take and create ownership
Embrace an ROI/cost benefit methodology
Meeting timelines and deadlines
Scenario:You have to report cost savings results to your Administrative Team. To make it easy, you compare total February expenses against March expenses (which are less) and report the difference as savings.
Does this activity help your credibility? Why or Why Not?
Attention to their needs
Communicate the “big picture”
Do not take the easy way out
Communicate what you can do – and what you cannot
Do not shift responsibility
Scenario:Your organization decides to implement a point of use system for supplies. To gain buy in, you tell them if they use the system, they will never run out of product for their patients.
Is this a good way to use your credibility? Why or Why Not?
Set clear expectations
Focus on the facts
Explain the methodology and the reason
Collaborative problem solving
Scenario:As part of an organizational redesign, you determine that the work flow and schedule in Distribution needs changed. Since you know what needs to happen, you make the changes and post them in the department one week prior to the “go live” date.
Is this an appropriate strategy when building credibility with your staff?
Scenario:Your organization has standardized to a particular type of Trocar. A physician requests an alternate product from another vendor. You send a memo stating your denial of this request due to the internal standardization initiative.
How has this helped/or hurt your credibility with the physician?
State your intended outcome
Start and end meetings on time
Demonstrate operational knowledge
Know the marketplace
Negotiate in good faith
Honor your commitments
Be conscious of PRECEDENT
Scenario:Your department has rolled out a capitated matrix for orthopedic implant purchases. Although you have adopted a one price for all approach, a primary vendor with a strong physician relationship refuses to participate. They offer a price within 5 % of the matrix as their final offer. All other vendors have met the price and will participate.
What is the best way to handle this to preserve your credibility? What are the ramifications?
Demonstrating credibility fosters long-term relationships
Relationships rooted in credibility have the potential to challenge the norm and set new standards
Allow you to focus on the facts and the outcome, rather than personalities or secondary issues
Develop relationships that enhance your strategic position outside of traditional supply chain activities (revenue cycle, nursing, support services)
Adopt a resource or consulting approach in relationship building!
Be able to explain the results/outcome and how they were achieved
Teach the methodology
Utilize consistent processes for data capture and reporting
Reference past performance as well as current achievements (trending)
Initial credibility can be assumed, ongoing credibility must be earned
Be conscious of dynamics that can undermine your credibility
Decisions set precedence
Credibility extends not only to actions, but to documentation and reporting
What are some other ways we can create credibility within the supply chain?