Supply Chain Management

PATRICIA J BECKER

***** ******** ***** ********* ****, MD. 20653 HEALTHCARE SUPPLYCHAIN EXECUTIVE

**********@*****.*** 407-***-****

Extensive background with a demonstrated track record of accomplishment in all aspects of Healthcare

Supply Chain Operations

Well versed in Group Purchasing Operations conversions and contract implementations, Operations

Leadership and Mentoring new leaders

Demonstrated experience in Enterprise Resource Planning Systems Implementation and Utilization,

Excellent interpersonal skills building consensus among Clinical Leaders, Finance and Executives.

Fiscally responsible while ensuring quality operations and excellent customer service.

EXPERTISE

Leadership Distribution Purchasing Consulting

Team Building Contracting Negotiations Group Purchasing

Financial Reporting Capital Asset Mgmt Major Project Mgmt Information Systems

PROFESSIONAL EXPERIENCE

MedStar St. Mary’s Hospital Director Materials Management July 2010-Present

Leonardtown, MD $110,000

Part of MedStar Health System encompassing ten hospitals in the Washington DC/Maryland Area Hospital, Comprised of

Hospice, Outpatient Pavilion, Physicians, Express Care, Health Connections Community Outreach- Winner of the

Delmarva Quality Award for Five Years in a Row and a candidate for Malcolm Baldridge Award in 2013.

• Co-chaired Process Improvement Teams Pharmacy, Perioperative Services, Imaging Services, Laboratory,

Clinical and Non Clinical to reduce non salary costs and improve transactional processing for the customer

departments of MedStar St. Mary’s Hospital.

FY2011 Achieved $1,248,000 in savings with Goal of $1,000,000

FY2012 Achieved $2,042,000 in savings with Goal of $2,000,000

FY2013 Achieved $850,000 in savings with a goal of $1,000,000

Lean Six Sigma Project ongoing on all Supply Chain Processes; Par Optimization being first in partnership with

Cardinal Health Completed Intensive Care and Telemetry Units. Goal Achieved as Clinical Customers place far

less orders for supplies themselves and the Materials Management Department manages more of the supplies.

Corrective processes with Finance- resolved under charging of supplies cited by Maryland’s HSCRC Implemented

MedAssets Code Correct Software. Estimated Additional $141,000 additional ED Income and $150,000 for

Women’s Birthing Center.

Enhanced Reporting Capabilities of Cerner E-Procure System prior to Install of Peoplesoft scheduled for 2014.

Responsible for the Storeroom Inventory on a perpetual system, the Perioperative Buyer –Equipment Tech reports

to Materials Management and we have responsibility for the Perioperative, PACU, Anesthesiology and Ambulatory

Surgery purchases and physical counts.

Associate/Employee Engagement and Retention Goals with Action Planning Database updated Quarterly;

Associate Development Desired Provided Excel Training in Beginner and Intermediate Skills, Promoted

Associate participation in Hospital wide Committees, such as the Learning and Development Council, Hand

Washing Champions, Patient Safety

Revamped Product Evaluation process into a Value Analysis Committee to assist in corporate standardization

program, contract analysis, product conversions and to support cost reduction and minimization .

Developed with IT the Request for Proposal, Performed Analyses and facilitated decision matrix for the award of a

new Nutrition Automated System.

Created the ten hospital RFP for Therapeutic Beds, Mattresses and Surfaces.

Implemented Clinical Value Analysis process to facilitate contract analysis, new product introduction and product

conversions with appropriate staff training.

Customer Satisfaction with the Materials Management areas has been above 90% for the last four

Interdepartmental Surveys.

Reviewing and cataloging storage space for all departments with several solutions planned including installation

of par wall to increase capacity and support a new point of use inventory system.

UNIVERSITY HEALTH SYSTEMS CONSORTIUM (UHC) PRINCIPAL CONSULTANT 2008-2009

2008-2009

Chicago, IL $100,000

UHC is a VHA Group Purchasing Organization for their University Health Systems.

Principal Consultants within the Supply Chain Services division worked with customers at their sites.

• The consulting staff worked primarily with new Academic Medical Centers' conversions assisting them in

meeting cost savings goals.

• Completed an operational supply chain assessment for Surgical Services for The University of Mississippi

Medical Center.

• After reporting findings and recommendations to Chief of Surgery and Executive Director of Materials

Management was requested by Executive Director to guide the implementation of the changes

recommended.

GREENVILLE UNIVERSITY HOSPITAL SYSTEM INTERIM PURCHASING DIRECTOR 2007-2008

Greenville, NC $120,000

Four Month contract, to achieve needed supply expense savings and to complete an operational and system needs

assessment; Greenville consists of five hospitals.

• Identified $799,000 of supply expense savings of which $621,400 positively impacted the budget of the fiscal

year ending 9/30/2008.

• Completed Written Operational and Systems Assessments with Recommendations

• Realigned purchasing processes from requisition to order placement to reduce staff time spent in order

placement to interaction with contract terms and pricing.

MEDASSETS REGIONAL DIRECTOR 2004-2007

Alpharetta, GA $106,000

Responsible for the successful marketing of contracts and services designed to improve acute care healthcare supply

chain.

• Sought customers that would benefit from revenue improvement systems designed to increase net profit.

• Consultative and Collaborative approach to introduce and customize the portfolio of MedAssets offerings

to Acute Care Hospital systems.

• Provide hospital systems with financial modeling that offers solutions of guaranteed supply cost savings,

customized system contracting and in some, a guaranteed 1-3% net revenue increase with the

implementation of MedAssets "Net Revenue Systems."

• Sales improvement >50% 2006-2007.

PREMIER, Inc REGION DIRECTOR 2002-2004

Charlotte, NC $102,000

Identified and realized opportunities in supply chain improvement. With a solid record of achievement moved

within Premier from an Outsourced Director of Materials Management to Region Director of South Florida

In collaboration with Premier South Florida, established a regional group purchasing alliance to maximize

geographic local volume to improve prices.

• Developed an annual Supply Chain Improvement Plan with hospital customers to target projects with

savings, quarterly reviews with customer sign off. Key Accounts; Baptist Health System of South Florida

and North Broward Hospital District.

• Arranged a Capital Technology Assessment for all five of the Baptist Hospitals' Surgeries to yield a

comprehensive long range equipment plan.

• Part of a two person "Tiger Team" we went into Southeast Georgia Regional Health System (Two

Hospitals) and identified over $1,000,000 supply cost savings; implemented in six months

• Six months at Mercy Hospital, Miami and Holy Cross Hospital, Ft. Lauderdale as an Outsourced Director

of Procurement. Implemented a conversion of the Primary Distributor from Owens & Minor to Cardinal

per the Catholic Health East agreement,

• Created a new value analysis process for Mercy Hospital and enhanced the use of the Lawson system by

bringing in GHX to accomplish e-commerce activities.

• With the Kaleida Health System of Buffalo, member of a Premier team that established the Western New

York Purchasing Alliance LLC consisting of 15 hospitals to aggregate volume for regional contracts.

• Interim Region Director for six months at Mt. Sinai/ Miami Heart, while Cap Gemini was engaged, to retain

the Premier business. Identified $1,072,000 of supply cost savings; retained the business.

WUESTHOFF HEALTH SYSTEM DIRECTOR MATERIALS MANAGEMENT 2000-2001

Rockledge, FL $96,000

Two Hospitals, Reference Lab, Nursing Home, Assisted Living Facility, Physician Offices, Ambulatory Surgery, DME

• Created P & L per procedure on the hospital’s high cost procedures; Orthopedics, AICDS, Open Heart,

and others with information from the Star Financials’ Cost Accounting system. This in turn was used with

physicians to show costs and reimbursement. Physicians then would assist in cost reductions with

suppliers

• Organized and Directed Outsourced Inventory Company to perform an annual count of virtually all

supplies in every department and off site location and placed the values as assets on the financial

records.

• Implemented perpetual inventory in Central Supply on the Meditech system and implemented the use of

EDI for a few large vendors.

• Terminated a large copier company’s agreement and awarded to a new company bringing in new

equipment and achieving a $250,000 savings.

• Directed a full review of the I.V. Sets, Solutions and Accessories agreement and achieved a $500,000-

$600,000 savings over five years on Pumps, Sets, Solutions and accessories.

• Unbundled a Locum Tenems Perfusion agreement which combined labor, equipment and supplies in the

charges. Perfusionists were hired and equipment and supplies were purchased directly saving the

organization $100,000.

• Implemented on line ordering of office supplies over the internet with Corporate Express.

• Served on team planning equipment/supplies for a new hospital and directed the procurement and

contract processes

INTRACOASTAL HEALTH SYSTEM DIRECTOR MATERIALS MANAGEMENT 1997-2000

West Palm Beach, FL $98,000

Two Hospitals-St. Mary’s Hospital/w Children’s Hospital and Good Samaritan Hospital, Physicians, Chronic

Dialysis Center

• Orchestrated the revision of the contract with the Primary Distributor Owens & Minor. Discovered after

being hire by McFaul and Lyons to be outsourced to Intracoastal that the contract with Owens & Minor

had outsourced the entire Materials Management staff to Owens & Minor. The Director position was part

of that agreement. Renegotiated the agreement to bring all staff back onto the Intracoastal payroll and

reformulated the distribution agreement to save $300,000.

• Directed the conversion of Group Purchasing Organization contracts from VHA to Premier, Inc.

• Developed the cost analysis of moving the warehouse off site or building on site and planned the

construction of the warehouse on site with a connecting tunnel to the hospital.

• Developed individual Intracoastal contracts for :I.V. Sets Solutions and Accessories, Custom Packs,

Distribution, High End Physician Preference Items

• With Director of Surgery created a report of all surgeons and cases performed for two years to determine

appropriate budget and resources needed.

Reason to Leave: System was losing $3,000,000 a month and ultimately sold to Tenet.

MONTEFIORE MEDICAL CENTER, AVP MATERIALS MANAGEMENT 1996

ALBERT EINSTEIN COLLEGE OF MEDICINE $120,000

Bronx, NY

Two Major Hospitals-Network of 100 Ambulatory Sites

• Orthopedic RFP developed in conjunction with Physicians yielded $700,000 annual savings.

• Review of offsite warehouse and laundry with plans to outsource which would save $2,100,000 a year.

• Developed an RFP for livery service and awarded to a local community vendor which was estimated to

save $150,000 and improve service and traffic flow at the Moses Division.

• Served on a fast moving executive team for planning the installation of SAP.

Left due to 265 all Management RIF in one day.

ORLANDO REGIONAL ADMINISTRATIVE DIRECTOR MATERIALS MANAGEMENT 1992-1995

HEALTHCARE SYSTEM $ 102,000

Orlando, FL

Six Hospital System

• Maximized the value of the six hospital system to accomplish individual customized contracts per the

desire of VP Support Services. Within three years we ceased utilizing the group purchasing

organization’s medical/surgical contracts.

• Met with the General and GYN Surgeons to observe and understand minimally invasive surgical

procedures and their use of minimally invasive surgical instrumentation. Developed RFP for minimally

invasive surgical instrumentation and suture. The award went to one supplier and saved approximately

$1,000,000 a year in costs and converted all but two minimally invasive products and a small number of

competitive sutures.

• With Orthopedic Surgeons cooperation from four facilities developed enough data to bring the major

companies into pricing agreements saving $500,000.

• RFP for custom packs and disposable apparel yielded a $2,000,000 savings and a process for reviewing

pack components.

• RFP for Agency Nurses accomplished savings, use of one company and a process for reviewing needs.

• RFP for Primary Medical/Surgical Distribution. The RFP was awarded in a unique deal. Met with the

President of the then General Medical and the business of ORHS served to open a McKesson Super-

center in Orlando.

FLUSHING HOSPITAL MEDICAL CENTER DIRECTOR MATERIALS MANAGEMENT1990-1991

Flushing, N.Y. $95,000

Two Hospital System

Developed an RFP for Specialty Bed Rentals that saved $200,000 annually and provided the basis for

clinical protocols.

RFP for I.V. Sets Solutions and Accessories that yielded $100,000annual savings with

Reorganized Linens and lowered costs $30,000

Review and change of custom pack components yielded a $50,000 savings.

Successfully supply delivery when Accounts Payable could only pay in 120-180 days.

Served on a team with the CEO that did weekly rounds, listened to issues from the Nursing units and was

charged with correcting perceived deficiencies.

THE NEW YORK CITY HEALTH SENIOR DIRECTOR MATERIALS MANAGEMENT 1987-1990

& HOSPITALS CORPORATION $89,000

New York, NY

18 Hospital System

Designed Enhancements to and implemented the AMS Materials Management System in the 18 hospital New York

City Health and Hospitals Corporation. This automated system was an encumbrance budgeting system which

encumbered a department’s budget at the requisition stage of the procurement process. My team built the

Medical/Surgical Master Item File and Enhanced the functionality of the purchasing and inventory modules. Owning the

hard core of the system allowed talented staff to redesign functionality of the automated system to customize it more to

the business needs of Health and Hospitals Corporation.

• Updated the Pharmacy Item Master Item File and built Med/Surg Item Master, built system enhancements

• Developed 80/20 reports on purchased line items for the aggregate corporation or by individual facility.

• Implemented line item procurement in all facilities and perpetual inventory in about 50% of the hospitals and

30% of the pharmacies. They could create their local catalog by validating items from the master catalog.

• With a team of staff we went to all the hospitals’ pharmacies and medical/surgical departments to facilitate

implementation by understanding operational flow. Requested to perform operational needs analysis for

Bellevue Hospital Medical Center, Harlem Hospital Center and Bronx Municipal Hospital Center

EDUCATION

Currently working on an Masters in Hospital Administration Online Kaplan University

Bachelor of Arts in Economics, Hunter College

Yellow Belt Lean Six Sigma

AFFILIATIONS

American Healthcare Resource and Materials Management Association

MidAtlantic Association for Healthcare Materials Management

HFMA

American Healthcare and Resource Value Analysis Professionals

Past President Healthcare Purchasing and Materials Management of Greater New York

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