A thought-provoking question was recently posed in The Journal of Healthcare Contracting – “if you were the leader of a group purchasing organization, how would you grow it?”
The piece offered some insights of its own, and also noted the challenges presented by the pandemic, industry consolidations and an increasing need to focus on risk management and resiliency. At TPC, we believe that our Members can answer the call by working together and leveraging the power of the TPC family.
TPC remains committed to evaluating and pursuing areas of growth and value for our Members. After all, we’re Stronger Together.
A ‘New’ Shift to Focusing on Building Value – Or Is It?
It’s now time, the article reads, to “develop a product line that helps your customers build value.”
In that arena, TPC is ahead of the curve.
TPC has consistently adjusted to Member needs throughout our history. As is often the case with traditional GPOs, TPC is not solely focused on supply chain purchasing. In fact, we’ve added services based on clear direction and need of our Members. Examples include 2016’s introduction of revenue cycle improvement strategies and our current ongoing efforts to drive clinical quality and performance improvement.
Providing value for our Members remains our core mission, and we are committed to constantly evaluating exactly how we can best deliver on that promise. Evolution is in our DNA.
The Importance of Powerful Analytics
Part of delivering that value is providing and analyzing consistent, timely and actionable datasets to help our Members operate more effectively and efficiently. Every industry the world over is being forced to reckon with data, and TPC helps our Members keep pace.
We’re focusing heavily on comparative analytics and referenceable benchmarking, which empower our Members to find actionable opportunities for improvement in the areas of purchasing, clinical quality and performance, and financial performance.
‘Systemness’ as a Response to Industry Consolidations
There’s a common misconception that regional hospitals or smaller health systems have to join larger health systems to more successfully negotiate direct contracts with suppliers and remain competitive. There is fear that as suppliers consolidate, they can use that expanding footprint and presence to squeeze smaller health systems and GPOs.
TPC has a response to these market pressures – “Systemness.”
Systemness refers to the ability of our Members to come together and act as one to gain the benefits of scale, while still allowing them to maintain their independence. It works because each and every Member adopts a shared philosophy. Systemness has seen TPC Members through the COVID-19 crisis and allowed us to develop strategic programs that enhance financial, clinical and operational performance.
In addition, this united front allows TPC to engage with suppliers and build true partnering relationships that provide value and benefits to both suppliers and Members.
Navigating the Pandemic with Service and Adaptability
The COVID-19 pandemic tested GPOs’ ability to respond quickly and effectively to Member needs, and the TPC membership arose from this unforeseen era of challenges stronger than ever.
We developed a comprehensive supply and demand strategy to get supplies in the hands of providers who needed them, using direct access, aggregated purchasing, evaluation of clinical alternatives, and government assistance to support Members’ overall response.
By anticipating needs and quickly working to address shortages, as well as encouraging Member-to-Member sharing, TPC Members were able to work in tandem to address supply, operations and clinical concerns.
With thorough collaborative evaluations, education, management and more, our commitment to helping Members adapt to the prolonged impact of COVID-19 and other supply chain disruptions will continue – as will TPC’s Member-driven conversations surrounding lessons learned and best practices as we walk forward together.
If completely rethinking the traditional healthcare supply chain is required, TPC and our Members are prepared to lead that innovation and collaboratively address supply chain resiliency. While current supply chain decisions are primarily based on cost, future decision points will likely change, and Members will broaden their scope to ensure they will have access to the supplies they need when and where they need them.
To learn more about how TPC is forging a sustainable path ahead for its Members and the GPO model, as a whole, contact us today.