Drew Bailey

Supply Chain Management Director, Banner University Medical, Phoenix

The Journal of Healthcare Contracting: What’s the most challenging or rewarding project that you’ve worked on in the last 12 to 18 months?

Drew Bailey: Transitioning supplies within perioperative services to a periodic automatic replenishment system. Historically, our perioperative services departments managed their own supplies, which meant different systems and prioritization levels for various product families. It was a less efficient and fragmented process. Now, supply chain has full ownership of perioperative department supplies, with everything moved to a periodic automatic replenishment system. Clinical managers can now focus on their clinical work without a concern for supplies, since supply chain has eyes on all supplies daily and by order if needed. The success of this new process resulted in clinical managers asking if we can handle even more than we initially took on. 

JHC: What project or initiative are you looking forward to working on?

Bailey: The project for which I am most excited in 2021 and 2022 is our long-term initiative to upgrade our supply chain technology. While this is a multi-faceted project, the piece that I’m most excited about is the implementation of a point of use (POU) technology for our perioperative departments. This technology will allow nursing to scan products used intraoperatively into the patient chart, as well as provide supply chain with real-time utilization. Additionally, this should allow for a better supply charge capture process and better satisfaction for nurses, as they type everything in by hand currently.

JHC: What changes brought about by the pandemic are here to stay?

Bailey: The change that is most likely to stay post-COVID is limiting vendor traffic in our hospitals. During the pandemic, Banner Health found that we could conduct business just as easily and efficiently with considerably less vendor presence in the facilities. During COVID, when all visitors were restricted, no vendors were allowed in the facilities. Most recently, we’ve shifted to allowing vendors in if a physician feels they’re an absolute necessity for best patient care. This reduction of foot traffic in the procedural spaces has been well received by stakeholders and will most likely never return to the previous state.

JHC: What are the most important attributes of successful leaders today?

Bailey: The most important trait for leaders today is their ability to be resilient. The world, healthcare, and supply chain are all rapidly evolving, and if someone is not able to keep up with the pace of change or even thrive in this environment, they’ll be left behind. This is an attribute that not everyone possesses, but it’s something that should be sought after in the hiring process. This is a key question we try to answer when onboarding new leaders and team members.

JHC: What one thing makes you most proud?

Bailey: What makes me most proud about my career is the opportunities and successes I’ve had in developing other leaders and helping them to attain their goals. Investing in people and their development should be the aspiration of any great leader and I’m very proud that I’ve assisted in several individuals’ journeys toward aspirational leadership positions. I measure my own success through my ability to help others achieve their goals, whether they’re personal or professional.

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