1. Trinity Health Presenters:
Self-Distribution and Supplier Collaboration
Presenters:
Jennifer Kleabir, Trinity Health
Scott Gasiorek, Trinity Health

2. FACULTY DISCLOSURE
The faculty reported the following financial relationships or relationships to products or devices they or their spouse/life partner have with commercial interests related to the content of this CE activity:
Scott Gasiorek – No disclosures
Jennifer Kleabir – No disclosures
This slide is for internal use. Please do not alter.

3. Learning Objectives:
Outline the dynamics of Master Data Management processes and procedures.
Describe three challenges health systems face when measuring and managing data.
Discuss how to achieve distribution and supplier collaboration.

4. Master Data Management

5. Current State Reference Data Challenges
Multiple disparate system implementations have created challenges in linking key reference data items (ERP, EMR, Surgical Information Systems, etc.).
Inability to link items across systems creates significant barriers to determining utilization, identifying cost per case, analyzing supply movement and reducing variation.
Lack of integration across systems creates multiple maintenance points and redundant work across many functions.

6. Differences Between Systems

7. Current State Reference Data Challenges
Different core item numbers
Different MFG numbers and formatting
Descriptions differ by noun majors, abbreviations and existence of attributes
Cost information not passed or stored

8. Current State Data Maintenance
Limited/poor integration between current ERP and SIS environments.
Multiple teams managing the same item records across multiple systems
Lack of master data management and standards promotes variation.

9. Future State Solution: MDM
Enhance integration between supply chain and clinical systems
Create an enterprise wide master item record with a unique numbering and classification scheme that can be centrally maintained and be the “source of truth” for all systems requiring item information
Enhance the charge capture process
Enhance reporting in support of gathering cost per case, reducing variation and utilization

10. The Tool: Informatica
Informatica chosen as enterprise-wide solution for master data management
Robust toolsets for data and entity mapping, schema definition and error handling
Integrated with existing Informatica investment

11. Key Design / Build Steps
Finalized vendor/item cross reference in support of consolidated item file.
Design and built Informatica Data Director (IDD). Build included appropriate business rules and configuration differences between legacy ERP platforms and PeopleSoft.
Match and merge rules created; Merge of east and west data complete for suppliers and items.
Integrations completed with ERP platforms for suppliers and items.
Discussions begun with internal teams supporting EMR/Surgical platforms (Cerner, Epic, McKesson) to establish vision for future state integration.

12. Tubing Example

13. Trinity Health DISC Network (Dedicated Integrated Service Center)
Single delivery point for manufacturers

14. Our Collaborative Foundation
Quality
Reduce Inventory in field
Lower our cost to serve
Supply producing and receiving what is needed
Demand
sending the right signals
Current State/ Future State
Transactional
Innovation How do we become better
Strategy Alignment Define together
Partnership
Quality
Quality
Operations & Supply Chain Alignment
Creativity & R & D
Quality

15. How do we become more efficient?
Tool and Resources
How do we become more efficient?
- Run current state vs. future state workshops with supplier
- Understand current PO transaction behavior
- Review supplier scorecarding and identify “quick fixes”
- Ensure accountability on all parties

16. Scoring Methodology Categories Weight Sub-Categories
Delivery Performance
35%
On-Time Performance
Average Days Overdue
25%
10%
Order Management
30%
Exceptions
Back Orders
Duplicates
15% 5%
Quality
Order Discrepancies (NCI’s)
Recalls
Returns
Value & Support
P/F
Satisfaction Survey
DISC ROI Contribution/Cost Savings
Overall
100%
This slide is for internal use. Please do not alter.

17. Overall Score Overall Score Order Management Quality Value & Support
Delivery Performance

18. Source Specific Scores
Q&A Slide
Overall Score
Order Management
Quality
Value & Support
Delivery Performance

19. Overall 95.6% On-time Performance; Using 7 Day Lead-Time
Delivery Performance Detail % On-time
Talking Points
Comments
Percent On-time
Overall 95.6% On-time Performance; Using 7 Day Lead-Time
Poor Performers
Overall Score
Order Management
Quality
Value & Support
Delivery Performance

20. X exceptions/ X PO lines
Order Management Detail Exceptions
Talking Points
Comments
Error Types
Totals
X exceptions/ X PO lines
Overall Score
Order Management
Quality
Value & Support
Delivery Performance

21. Quality Detail Recalls
Talking Points
Comments
Count
30 unique alerts received
Score
Each alert type is equally weighted, total divided by spend in $M
Overall Score
Order Management
Quality
Value & Support
Delivery Performance

22. Q&A Slide