Improving patient care through supply chain innovation
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T R A N S F O R M S H A R E D S E R V I C E O R G A N I Z AT I O N
TransForm SSO is taking a pioneering approach to healthcare supply chain innovation, driven by the desire to offer exceptional patient care across Ontario
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ransForm Shared Service Organization (TransForm SSO) provides an innovative, end-to-end supply chain service driven
by one vital goal: offering healthcare employees the support they need in order to provide exceptional patient care across Ontario. TransForm SSO was 04
established in 2013, following the amalgamation of two shared service organisations and, since then, has embarked on a journey of consolidation and digital innovation that has seen its approach to managing healthcare supply chains evolve. Director of Supply Chain, Renee McIntyre, has been instrumental in this journey. Today, she is responsible for overseeing all day to day operations of TransForm SSO’s supply chain division, as she explains: “We provide a true end-to-end service covering everything from market research and procurement, through to strategic sourcing, contract and vendor management, capital procurement, and value analysis. We support five multi-site hospital organisations across the Erie-St. Clair region in southwest Ontario, as well as third party customers such as the Local Health Integration
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2013
Year founded
190
Approximate number of employees
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T R A N S F O R M S H A R E D S E R V I C E O R G A N I Z AT I O N
“ We provide a true end-to-end service covering everything from market research and procurement, through to strategic sourcing, contract and vendor management, capital procurement, and value analysis” 06
— Renee McIntyre, Director of Supply Chain, TransForm SSO
Network Home and Community Care. Alongside those services listed, we also support the hospitals’ internal logistics and provide value by maximising savings and coordinating product conversions and recalls.” Since its establishment, TransForm SSO has implemented innovative and digitally-driven methods of improving its services, in line with the wider digitalisation of the supply chain sector. “With our organisation and the structure that we have in place, we’ve been able to take great steps to automate our supply chain operations, to implement
Derek Robertson, Vice President, Business Development speaks to TransForm staff during one of the organization’s Town Hall events.
CLICK TO WATCH : ‘TRANSFORM SSO – 2019 CEO AWARD NOMINATIONS’ 07 new data analytics systems and
entity working in an industry primarily
provide significantly more value for
focused on providing the best value
money in healthcare – which is an
services – operates. “I would say that
absolutely key goal,” says McIntyre.
healthcare lags behind other industries
“For example, we’ve migrated all our
when it comes to supply chain,”
hospitals onto a single ERP platform
McIntyre states. “Historically, processes
with a single item master file that we
like barcoding scanning and the
manage for them; while that alone may
appropriate and direct supply chain
not be new to the supply chain industry,
principles that you would apply to the
it has established the foundation to
private or retail sectors have taken a
achieve significant savings and create
back seat when it comes to healthcare.
efficiencies for our members.”
In Ontario, the health sector represents
This evolution has occurred despite
41% of overall programme spending,
the more challenging conditions in
with ever increasing pressures to
which TransForm SSO – a public sector
reduce costs and find efficiencies. w w w.t ra nsfo rm s s o. ca
T R A N S F O R M S H A R E D S E R V I C E O R G A N I Z AT I O N
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However, we’ve seen significant
sector. This really epitomises our vision
movement more recently as these
of expanding our services to cover the
supply chain principles take more
entire patient care continuum. For that
of a precedent in healthcare.”
reason, we are leaders in defining the
TransForm SSO has become a
direction that public procurement can
frontrunner in implementing some
go in Ontario, and we’re providing the
of those changes, particularly, says
game plan to other shared service
McIntyre, with regards to expanding
organisations in the province.”
beyond acute care and hospitals.
While technology has facilitated
“We’re the only shared service organi-
TransForm SSO’s development, McIntyre
sation in Ontario that has integrated
is also keen to highlight the importance
the Home and Community Care supply
of the collaborative approach to
chains into what we do, whereas most
providing healthcare supply chain in
others focus solely on the hospital
Ontario. On a broader level, legislative
changes in the province have led to
and operational perspective, it’s a huge
a more coordinated healthcare offering,
benefit to the way we work.”
but TransForm SSO has also worked
TransForm SSO places a strong focus
closely with its member hospitals and
on collaboration and partnerships to
other shared service organisations to
continuously improve its operations.
drive efficiencies. “The strategic
“The ability to work closely with our
direction in the early stages really did
vendor partners and leverage our
come from the hospitals with which we
relationships to help achieve value for
work,” she says. “Our member hospi-
the healthcare system is a team priority.
tals comprise our board of directors,
One such example is a partnership
and so we had that leadership buy-in
with Scotiabank, which has been able
very early on. This led to, in my opinion,
to directly reduce our costs of delivery
one of our biggest differentiators – that
and enable reinvestment to further
all our hospitals share information
improve our digitisation goals.
across a single platform. From a data
“Our ERP system is a multi-solutions
E XE CU T I VE PRO FI LE
Renee McIntyre Renée McIntyre is the Director of Supply Chain for TransForm Shared Service Organization, responsible for the operations of the supply chain division including strategic sourcing, procurement, value analysis, logistics and innovation procurement for the hospitals and customers in the Erie St. Clair LHIN. Renée has been with TransForm since 2009, and played an integral role in the development and implementation of the shared service organization. Prior to TransForm’s inception, Reneé has provided supply chain leadership to the region’s hospitals since 2003; she has achieved millions of dollars in savings through operational and performance efficiencies for Erie St. Clair’s hospitals.
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platform that is backed by GHX’s
order being sent, through to being
robust ecommerce platform. This is
digitally acknowledged by the vendor,
the centrepiece of our supply chain
matched and then paid, with no human
operation: it validates transactions
intervention. Having a talented and
against our contracts and validates
dedicated team and leveraging our
orders in real time against vendor
technology has allowed us to offer
catalogue and description data to
a very strong supply chain operation
minimise order exceptions and is
that, in turn, allows everyone to focus
layered upon a BI tool to support our
on how we can achieve the best value
data analysis in a seamless manner.
for hospitals so they can save lives.�
We’ve put significant focus on automa-
Despite these achievements,
tion into the supply chain. A large
McIntyre is keen that the strategic
portion of our business is fully auto-
focus of the business continues. She
mated from the point of the purchase
cites two key areas for the foreseeable w w w.t ra nsfo rm s s o. ca
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“ We’re the only shared service organisation in Ontario that has integrated the Home and Community Care supply chains into what we do” — Renee McIntyre, Director of Supply Chain, TransForm SSO
future: growing TransForm SSO’s Home and Community care business, including closer collaboration and sharing with other health service providers, as well as continuing to implement technology to tie in supply chain data to clinical outcomes. The latter, she says, “is a growing need in healthcare: the ability for us to evaluate how we can tie in clinical patient outcomes and utilisation data to our own supply chain in an automated way to bring even greater value to our organisation. Looking further ahead, I see the ability to implement our supply chain model across the broader public sector as a significant focus moving forward. Ideally, that would involve finding all those other public sector entities within our region and collaborating to develop a sustainable model that allows us to scale it right across the province. I think that could bring tremendous value to the public sector in the whole of Ontario, and it would be great to lead that drive.�
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Transform Shared Service Organization Unit A, Chatham, ON, N7M 5J5 T 519-436-1221 www.transformsso.ca