RESUME

VINCENT A. BROOKS CMRP

**** **** ******, *** ****** NM 88011

Cellular 575-***-****

Email: ad1aay@r.postjobfree.com

http://www.linkedin.com/pub/vinny-brooks-cmrp/13/87/57 Synopsis: To manage in the Healthcare Materials Management operational & logistical fields. I have powerful communication skills as well as an acute understanding of customer service (Nursing, Faculty, Etc.). I am familiar with all aspects of the acute/non-acute Healthcare supply chain and contract management including manufacturing, sales, distribution and delivery. I am also familiar with technology such as REQ / PO platforms– with direct focus on increased ROI. SME in all MMIS systems including but not limited to Lawson, Meditech (CS & Magic), PMM, PeopleSoft, SAP and SMART. Strong SME in EMR integrations such as Cerner Millennium and GE Centricity. I am well educated in process re-engineering, system lifecycle, and six sigma methodologies. Subject matter expert in all Microsoft tools including Access. I am also well versed with PPI (Physician’s preference items) in the acute and non-acute arena. This goes along with VAT (Value Analysis teams), using metrics and discussion to achieve both clinical satisfaction and increased cost savings. Infor/Lawson, PMM, PeopleSoft, Procurement Applications to production maintenance (design, build, test and document), project installation support, documented process flow improvements, table/profile building, application training/education, post installation support, end-user support and communication, computer operations support, and participation in future application implementations or enhancements under general supervision.

(2019-9/22) Interim Director of Supply Chain MountainView Medical Center All the Supply Chain functions of Supply Chain. Including Purchasing, Receiving and Replenishment. I chair the VAC committee work closely with clinical to maintain the flow of Medsurg and OR and its ancillary departments. I have 15 FTE’s and maintain the best communications and PAR needs between myself, staff and units. I am also responsible for contracts with the GPO and negotiate them as needed. I also negotiate stand-alone contracts for large purchases (Capital).

(2017-2019) Infor – Senior Consultant

Worked with various hospitals implanting all versions of Lawson. Fully versed in all functionality of the implantation process from supply chain, contracts and financial.

(2015 -2017) Taos Health System – Director of Supply Chain Performing all supply chain duties, inclusive of remote clinics and in house responsibilities. Researching and approving all purchasing functions including contracting, EDI, receiving, PAR stocking. As well as the chair of multiple committees including Value Analysis, examples of savings.

100K savings through reprocessing.

1.2 M through reducing the number of Surgical vendors by offering the surgeons new products to reduce the need of the multiple vendors. Reducing like products by having a firm VAC that vets’ products requested by not only clinical but all departments.

Standardized equipment within the hospital, for example we just changed all monitors to GE after having Philips and GE come in for a vendor fair. Presently replacing Fetal monitors, surgical monitors and Imaging monitors. To do this I worked with the vendors and GPO to lower the pricing. This gave benefit to all HPG members. Also, at this time I am removing all unit Pixis machines that are being utilized for low dollar med/surg products a savings of 10K per month. Continued

(2009–2015) Easton Consulting – SME Supply Chain Procure to Pay Natividad Medical Center-Contra Costa Medical Center Consulting with a county owned system. Mentoring staff from the top down on the proper supply chain procedures and automation. Also, contract procedures for Med Surg and service contracts. Mentoring on the use of Meditech Magic as well as EDI.

Oklahoma State University Medical Center. – SME Materials Brought in to assist in bringing the facilities online with EDI including 850,855,810, 832 and 856 transaction sets. Managed MMIS change from Lawson to Meditech 6.0 and working with the IT dept to create sub inventories for EMR and AP using contract 832's for the most up to date charging procedure. Worked closely with Materials and finance to complete the timeline for a March 1, 2013 go live. Children’s Hospital of Orange County – SME Materials Brought in to assist clinical and hire staff to create and maintaining a Lawson Item Master builds from the ground up. I have also brought in technology to process and monitor the 250,000 items that we have created. CHOC has built and will commence opening their own 18 room surgical tower and create new ancillary departments, Cath Lab, Rad, etc. to support this expansion. Reason for this change was growth from a internal department with a neighboring hospital to its own stand alone. Cottage Hospital System – Interim Director of Supply Chain Responsible for all Corporate Health Systems functions. This includes, Stat Stores, Linen, Transporters, Purchasing and Low unit of Measure across a three acute hospital System and Rehab hospital (non-acute) and Pacific Labs. Changed MMIS systems from a home-grown system to Lawson also developing the use of E-Commerce platforms to streamline and visibility to PO’s including price discrepancies, backorders and other issues that affect the Procure to Pay process. I also chaired the three major VAT’s (Surgical, Clinical & Lab) and have enforced a process of approvals to control cost. For fiscal year ’11 we have saved over 5M. I have also driven our contract compliance from 37% to 87% Also Lead Consultant at the following updating Supply Chain Process. University of Miami, Concord Hospital & Swedish Medical Center among others.

(2007-2009) Maryland General Hospital/UMMC – Corporate Director of Materials Management Responsible for Purchasing, Central Supply, Stat Stores, Mailroom. Telecommunications and three non-acute rehab centers, as well as 14 off site physician clinics, practice facilities, I also acted as the Director of Operations for the UMMC Health systems regarding moving various platforms for 13 procured hospitals into one ERP in this case it was mostly Lawson and Meditech Magic to PMM. Manage contracts, implementation of EDI and other technology tools to bring processes up to date. Certify all Central Service techs as well as develop tracking systems for instruments. Develop and maintain a robust requisition system for both stock/non- stock and capital. Committees: Chaired Product Value Analysis for both Medsurg and OR. Safety committee, Infection Control and Labor Management. Responsible for 12 DMM’s 14 Managers and 72 FTE’s.

(2004-2007) Global Healthcare Exchange – Provider Account Executive/Analyst Charged with developing business plans. Developing and customizing MMIS systems. Provider hospitals systems such as CHS hospital systems NSLIJ Medical hospital systems. Familiar with Lawson, PMM, Oracle and Peoplesoft ERP/MMIS systems. Responsibilities include customizing and implementation of systems as well as training. Also developing proper requisitioning practices/procedures using automation principles.

(1994-2004) NYU Medical Center, N.Y., N.Y. – Director of Materials Management Director of 62 Stat Stores/Receiving/Mailroom and 16 Warehouse employees and 8 customer service personal. The staffing, stock replenishment and delivery (PAR) of medical supplies. Coordinate the item replenishment requested by the hospital, with Clinical representatives & Inventory control. I was also responsible for the School of Medicine which was part of the system. Using two separate systems to control the Processes of both systems. Maintain the computer inventory of over 34,000 different medical items. Instruct various vendors of pricing/replenishment (EDI) requirements. I also initiated a LOM process for both the Hospital and the School. Continued

(1978-1994) Cargill Inc., N.Y., N.Y. - Operations Manager Responsible for all oceans going vessel traffic and for the maritime transportation of Major commodities, bulk, break-bulk and container. Organized and implemented schedules for chartering and vessel operations. Traveled extensively for vessel dry- docking and port captain functions worldwide.

Education: Northwestern BA Business Administration Certified Materials & Resource Professional

Military service: U.S. Navy (SEAL)

Thank you

HEALTHCARE

SUMMARY:

I am a highly motivated, result driven Materials Manager with extensive experience in Purchasing, Materials Management, and Contract Administration, vendor relations, leasing, pricing, capital equipment, Central Service, and customer service for both the acute and non-acute environments. Possesses a demonstrated ability to dramatically reduce costs and inventory liability while maintaining service metrics by streamlining/automating processes and engineering improved contracts and agreements. A perceptive leader and growth drive self-starter combining expert project management ability with a keen sensitivity to client needs to consistently exceed expectations.

Utilizes excellent communication skills to coordinate efforts between diverse groups and locations, build a positive rapport with customers and co-workers, and improve account retention, and delivery concise informative reports and compelling presentations. A gifted consensus builder creates win-win situations and inspires action toward company initiatives. Enjoys working in fast-paced environments with extensive public contact as well as independent responsibility for handling strategic planning and administration. Each new challenge is approached and resolved with contagious enthusiasm for success. I also have acute decision-making skills when it comes to procuring staff as I look for that ability within the applicant to match the position with mentoring. I genuinely enjoy watching FTE’s growing into professionals. Achievements

MountainView hospital

Part of CHS

When I started with MV there was many things that I pointed out the needed change. I don’t know the background of MV, but it was my view that it was a system that changed processes without much background taught to the staff not only in Supply Chain but also within the medical community as well. Case in point, when they moved from a DOS based MMIS system to Lawson they did not know the functional aspects of Lawson to make it work. One time there was an issue with the Lab ordering (the PO kept changing to match the billing keeping the purchasers busy with constant change. I went over to finance and the asked me to sit at the computer and figure out what was wrong with Lawson. I looked over at them and had to explain the PO is a legal document and there should be no reason for the invoice to be that overstated. To make a long story short it was identified as the Lab was ordering as if it was a blanket PO and not a normal PO. I had to start teaching the whole hospital on the aspects of Lawson. I had to start the process of med/surg ordering all over again as the buyer was still using the manual count an order process rather than using the automated function in Lawson to resupply. The counts were out of sync both on the cycle counts and inventory because of all the manual procedures the staff was using. Just bringing to point that the process had to be restarted/corrected and the MMIS/ERP investment utilized. The Covid issue was demanding I had one point where my staff was cut by two thirds due to one FTE getting Covid and multiple staff being in close contact had to be sent home due to close contact. I had to be purchasing/replenisher/picker and deliverer. Just stating that like all of my colleagues we have to wear all hats to get the job done. I also changed the process to a JIT process for med/surge items taking some unnecessary keystrokes out of the equation. I bought standardization to the clinics and labs throughout the system making it run smoothly and efficiently.

Holy Cross hospital

This is a small health system; I was asked to cut expenses and I started with the process. I modernized the supply chain function by changing the responsibly of the 4 FTE’s that I was charged with the biggest change was in the purchasing function which was charged to one employee. I stripped them of the charging function for the OR and placed it with the Omnicell employee who had the band width to make it their responsibility. I also took some of the OR charging and Vendor relations functions. What made this work was that I removed and canceled the contract on the Omnicell as they were being used for low dollar items (med/surg) and replaced them with racks and bins. This was a savings of about 150,000 a year. I also brought in scanning equipment which allowed us to use this in receiving and charging applications. I also changed printer vendors under a new contract which saved the organization money on printer(s) and consumables. I also bought in new OR, Cath Lab, etc. Which I had a vendor show with all (3) top vendors ultimately, I gave to GE. This also allowed me to sign a contract with GE which expanded our footprint with this vendor covering our EKG machines and other high-end items. I also chaired the VAC committee which brought in new items and replaced outdated items that because of the remoteness of the hospital they had no exposure to.

Santa Barbara Cottage Health System

I was responsible for the departments of Materials Management, Purchasing, Central Service, OR Materials, Linen and Transporters for all Acute and non-acute hospitals in the Cottage Health System. I also chair all of the VAT committees and to date recognized over 5 million in savings for fiscal year 2011. I have also brought in Materials systems to monitor and react to Purchase to Pay issues as well as design new bin systems for the facilities. Also brought in systems to monitor/clean/control the Item Master and reduced its size from by half. I have increased utilization of E-Commerce from 34 vendors to 343 and now transmit all via the GHX E-Commerce platform as well receiving electronic invoices (810’s). My staff consists of 4 Managers and 63 FTE’s

continued

Maryland General Hospital

I was fully responsible for the administration, staff and budget of the Purchasing/Materials Management Departments. This is inclusive of a staff of 32 and a Materials Manager and 2 Supervisors. I have negotiated over 1 Million cost savings during my tenure. I have initiated electronic requisitioning of office supplies via E-Commerce utilizing formulary functionality. Initiated change management. As well as developed and implemented catalog, formularies for Med/Surg recreations to be processed EDI. I have increase EDI utilization from 18 partner suppliers to 192, this giving visibility of price/contract discrepancies. As well as working with our partners in backorder flow issues using visibility to work on the issues together. I Chaired the Value Analysis Committee instituting a invasive and noninvasive reprocessing program at a cost savings result of $350,000 Plus initiating a presort mail program, resulting in a cost savings of $30,000. I have reduced standing inventory by moving to an in house JIT model. Also, wrote the custom reports for Meditech and used Crystal reporting for most of the automated Par Stocking reporting.

GHX

I was responsible for the Eastern Seaboard of the US. I worked with various single and multiple IDN’s in developing best practices in Supply Chain. This of course by utilizing EDI for the benefits of transparency, inclusive of pricing/contracting procedures using the power of E-Commerce to develop communication between internal and external partners and develop SOP's that flow. In this position, I consider myself an expert in Supply Chain Operations as I saw the best and the “well not so best” in Supply Chain procedures. Helping organizations mature and meld into a unified process, actually leaving the silos and using this visibility given worldwide to refine processes and control spend. I also enacted visibility to GHX by using my background as a healthcare expert to educate a vendor that their cross-referencing of EDI string actually relates to a product that is not just number strings but firmly connected to products that are flow sensitive to treat patients and improve the timeliness of process bringing the two worlds together.

With this position, I am fully knowledgeable in Oracle, PMM, Lawson, Meditech (all versions), PeopleSoft and SAP internal and external applications.

NYU Medical Center

I entered Healthcare for personal reasons, mostly that I felt that I could enter a field where I could actually use my education and abilities to work with something that had more of a personal sat value rather than an position that was gauged in only monetary bottom line. I away this turned out to be a good decision as I was there during 9/11 and was the primary disburser of materials to the triage area for the Health and Hospitals Org and coordinator for the supplies for the Police and Fire Departments for the City of NY. At NYU, I changed the system of warehousing/Exchange Cart to a JIT system and Direct Par Replenishment for a 4,000 + bed medical system. We sold the warehouse and reduced overall supplies spend to 42% of what the previous inventory was. (Finance had some issues with the speed that this was completed but overall it was a positive).

I chaired the VAC committee and as a committee, we saved overall over 6M. By looking at PPI items initiating a procedure for the introduction of product to the facility. I reorganized the Stock Rooms for operational performance and changed work schedules for a more optimized flow of product. Dock to customer initiatives was also responsible for CSP and worked with he Unions for 100% Certifications. My initiatives in CSP were illustrated in Healthcare and purchasing news dated September 2006 vol 30 no. 9.I brought in Omni-Cells for Pharmacy and High dollar Med/Surg for the OR/DS/MMIU and Cath lab departments and built the reorder functionality into MMIS (PMM). Instituted change of MMIS systems from ESI to PMM for both Materials and Pharmacy and developed SOP for implementations.

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