Supply Chain Management

*** ********** *****, *********, ** *****

409-***-**** • ********@*****.***

DEWAYNE GAINES

SUPPLY CHAIN DIRECTOR

Results-oriented, highly productive professional with over 12 years of progressive career supporting business operations. Foster change management ensuring that strategies and plans are aligned with organizational objectives. Fuel teams in developing projects that reduce costs, cut cycle times and increase supply responsiveness. Develop and implement in-house policies, procedures, guidelines and promote best practices with regard to inventory and supply, maintaining accurate financial information and reporting. Successfully collaborate with team colleagues, fostering an atmosphere of teamwork and collaboration with an emphasis on goal attainment.

PROFICIENCIES

Effective Communications

Project Management

Supply Chain Operations

Production Planning & Scheduling

Budgeting

Data Mining and Visualization

Value Analysis

Cost Effectiveness

Process Improvement Procurement & Strategic Sourcing

Automation Replenishment System Product

Contract Management

Inventory Management

Distribution/Logistics

New Product Implementation

Team Leadership & Facilitation

Training & Development

MS Office Suite

ERP/MRP Systems

Business Intelligence Tools

PROFESSIONAL BACKGROUND

HARTFORD HEALTHCARE MAR 2013 – PRESENT

EAST REGION SUPPLY CHAIN DIRECTOR

includes Hartford hospital a 967 bed teaching hospital, Backus hospital a 200 bed Hospital, Windham Hospital at 150 beds, Mid state hospital at 400 beds, and HOCC at 350 beds. Also includes a large multispecialty physician group, a regional home care system, an array of senior care services, a large physical therapy and rehabilitation network and an accountable care organization.

Lead East region team that contributed to an overall system achievement of 20 million dollars in cost savings.

Lead the East region multidisciplinary value analysis team that reduced cost and enhanced the Ortho and Cardio service lines with new products and service agreements.

Worked with OR Director to improve preference cards and lean project redesign of storage supply core in surgical department.

East Region Business lead for the implementation of PeopleSoft 9.2 with data cleansing and inventory build out from Meditech to PeopleSoft.

Collaborate with System and Regional IT for the implementation of EPIC.

Achieve one of the highest staff retention employee satisfaction scores in the system as reported by Press Ganey.

Implemented Lean workflow redesign working with Food and Nutrition to combine similar job tasks and reduce several FTE’S.

Analyze and mitigate risks to the region (i.e. relative to competition, labor threats, compliance needs, federal laws,) by proactively monitoring internal and external risk opportunities, and develop action plans.

Manage overall financial performance of the region by analyzing and reconciling financial reports; creating and administering capital and operating budgets; determining trends and areas of opportunity; advising others on cost control methods; and resolving budgetary issues.

GRADY HEALTH SYSTEM, ATLANTA, GA MAY 2010 – NOV 2012

SUPPLY CHAIN ADMINISTRATOR

Grady Health System is one of the largest public hospitals in the United States and includes the 900+ bed Grady Memorial Hospital, Hughes Spalding Children’s Hospital, 10 neighborhood and airport health centers. It Has The only level one trauma center within a 100-mile radius of Atlanta

Led a team of procurement specialists and contract resource specialists in an effort to standardize product across the system.

Maintained savings tracking tool to ensure best pricing. Worked closely with GPO to identify and target savings opportunities.

Facilitated cross-functional teams including hospital physicians and discovered effective ways to reduce Orthopedic and Cardiovascular implant cost. Chaired the value analysis committee.

Collaborated with revenue cycle department to update charge codes and increase revenue for system. Streamlined (JIT) program to increase efficiencies and improve inventory and process.

Achieved $126K in reductions in on hand inventory by improving JIT and standardization of product.

Achieved $2.5M savings on implantable devices over the next three years through renegotiation of contracts.

Reduced GPO and distribution fees through further (LOC) locally negotiated contracts.

CHRISTUS HEALTH SYSTEM, BEAUMONT, TX JUN 2008 – APR 2010

REGIONAL DIRECTOR OF MATERIALS MANAGEMENT

Includes three hospitals: St. Mary 250 BEDS, St Elisabeth 500 beds, and Jasper memorial hospital 100 BEDS. Health System operates as a catholic, faith-based, and not-for-profit health system. It operates hospitals and long-term care facilities in the US and Internationally. It is the seventh largest Catholic IDN in the nation

Led off-site warehouse which functioned as regional warehouse for three hospitals and multiple clinics.

Managed, coordinated and scheduled a workforce of 40 full-time employees.

Successfully chaired the Value Analysis committee.

Administered linen, courier, and grounds contract in SETX region.

Managed contract compliance with GPO Med Assets.

Implemented Pyxis supply cabinets system wide to reduce lost charges, increase accountability of patient charges and floor stock. Reduced consignment inventory by $3.2M.

Managed and negotiated local contracts (LNC).

WHITE COUNTY MEDICAL CENTER, SEARCY, AR APR 2004 – MAY 2008

DIRECTOR OF MATERIALS MANAGEMENT /CPO

White County Medical Center has a total of 438 licensed beds. River Oaks Village, a retirement community offering independent and assisted living. White County Medical Center also operates a 31-bed comprehensive inpatient rehab center

Managed, coached, and developed a cross-functional team of 15 members.

Chaired the Value Analysis Team (VAT) and the Standard Evaluation Analysis Team (SEA Team)

Coordinated all supply, distribution and receiving functions, and maintained storeroom inventory / cycle count.

Prepared and facilitated budgets, reduced non capital expenditures by 2%.

Renegotiated Cath Lab contracts for savings of more than $1M annually.

Instituted a reprocessing campaign that has saved $60K+.

Reduced Orthopedic implant costs by $200K over two years.

Represented organization in a 21-member hospital buying coalition (AROK) Arkansas and Oklahoma hospitals with membership in VHA a GPO.

PROFESSIONAL BACKGROUND

Masters of Management, Southern Nazarene University, Bethany, Oklahoma, 2001

Bachelor of Science - Healthcare Administration, Langston University, Tulsa, OK, 1992

Member of American College of Healthcare Executives

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