Still, the research found, most clinicians trust the quality of their organization’s supply chain management process and recognize its potential to save their health system money. But clinicians and supply chain leaders alike agreed there should be better communication with their counterparts: The majority of clinicians (77 percent), for example, said they would like to have a bigger role in supply chain decision-making, while two-thirds of the supply chain leaders surveyed said they could use better visibility into clinical operations.
Barriers to the clinically-integrated supply chain
Prior to the Cardinal Health meeting, held in November 2018, the invited clinical and supply chain leaders each completed a short survey of their own. What major barriers, the participants were asked, are preventing your organization from effecting the changes necessary to create a clinically-integrated supply chain?
At the top of the barriers list for both clinicians and supply chain leaders was the prevalence of functional silos within their organizations. While some clinical and supply chain leaders are already collaborating across functions, they reported that it can still be difficult to fully integrate their work within large organizations. And just below that, another main concern was around limited or inaccurate data. At most organizations, the survey showed, the two groups could improve communication between their functions and share more relevant data with each other.