___________________________________________________________________________________________ Stanford
Medicine
Specific to Supply Chain our challenge is to create that algorithm to prioritize initiatives and develop a sort of calculator with a supply chain perspective
▲ Amanda Chawla these developments , there have also been investments and technological advancements . From data governance and standards to analytics , the ability to harvest information in a meaningful way is enabling the team to advance in removing friction . “ For
example , our analytics team collaborates with the logistics division to not only understand their pain points but also spend time on the ground , to Gemba , to truly comprehend the challenges and iterate , through an agile process , to develop solutions ,” she explains . “ Stanford Supply Chain has boosted efficiency by ensuring that the right people have the right information in the right way to make the best decisions .” This collaborative approach resulted in the automation of 800-plus manual hours in the supply chain , a tangible testament to the impact of leveraging data and analytics .
Tight-knit team
Amanda also highlights the institution ’ s proactive stance on adopting emerging technologies . “ In addition to the core , we must utilize machine learning and generative AI to enhance the way we operate . We are piloting the use of this technology in effectively communicating with our staff more briefly and frequently , and in multiple languages .” The use of generative AI extends beyond communication , also reaching into contracting areas to ensure precision in expenses and to foster innovation across various spheres . “ We have to ensure that we know we ’ re paying the right price and understand the questions around to what degree do we have a utilization versus price problem . We need to ask ourselves : how can we link our expense data to our contracting data ? The point here is to lean in and know that we may not have it perfect or right , but we are continuously thinking about how to elevate what we ’ re doing , how do we support our team members by taking friction out of the system by making it easier to do the right thing at the top of their skillset and disrupt the way in which the healthcare supply chain has operated . We must be patient with each other , but impatient for results and have an openness to strive to build a better future today . I think that ’ s an integral part as we continue to transform . Obviously , the most important ingredient to ensuring this transformation goes as smoothly as possible is having a dedicated team ; people is where the magic happens , and , in my opinion , we ’ ve got an excellent team of supply chain leaders , team members , and key partners behind all these operations ,” she adds .
Our conversation then pivots to the broader responsibilities of the organization , particularly in the domains of sustainability , and supply chain resilience . Amanda
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