Corporate Director, Supply Chain, Baptist Health – Central Alabama
April 2024 – The Journal of Healthcare Contracting
The trials the U.S. healthcare supply chain collectively faced during the global pandemic have profoundly tested, molded and reshaped the future of the industry, with many of our counterparts still in a process of recovery, said Rachel Anderson, Corporate Director, Supply Chain, for Alabama-based Baptist Health.
However, the pandemic also provided a unique opportunity from supply chain’s time in the spotlight to catapult supply chain teams from the basement to the boardroom. “The continuum of care now holds a newfound appreciation for the vital role of supply chain leaders and a deeper understanding of the multifaceted responsibilities and real-time challenges we navigate.”
As a supply chain leader, one of Anderson’s stress points is recognizing that the healthcare supply chain must evolve from that of a reactive to proactive state and then being able to find the time to make this self-assessment a priority for her team. “Often, we are tasked with assuming additional areas of responsibility without a commensurate increase in resources,” she said. “Like many in our position, the word ‘no’ is not in my vocabulary, and failure is simply not an option. As the adage goes, ‘If at first you don’t succeed, try, try again.’”
When Anderson was younger, she considered several different career arcs before landing on a future in supply chain. She thought about pursuing a career in veterinary medicine, but quickly figured out that a bleeding heart for all things furry couldn’t handle the idea of operating on animals. Instead, she chose the College of Science and Mathematics as her starting collegiate track with a focus on Pre-Medicine. Anderson discovered that her love for mathematics far outweighed her scientific abilities, and her talents were better served by switching to the College of Business.
It was in the College of Business where Anderson would be introduced to what would become her eventual professional calling. “I vividly recall the moment after attending my first Intro to Supply Chain class at Auburn University when I knew I had found my path,” she said. “I thought to myself, ‘Where do I sign? Hook, line and sinker, I’m in!’”
During college, Anderson embarked on a successful healthcare supply chain internship with Baptist Health, where she gained invaluable hands-on experience redesigning their Value Analysis program. In May 2011, she graduated from Auburn University with Bachelor of Science degrees in both Health Services Administration and Supply Chain Management. Without hesitation, she started her career at Baptist Health the very next week.
The mission behind the vision
Anderson currently serves as the Corporate Director of Supply Chain for Baptist Health in Montgomery, Alabama. Baptist Health is an affiliate of UAB Health System and is the largest health care system providing comprehensive hospital-based and outpatient services to residents in Central Alabama. Anderson’s role involves contributing to the strategic planning and operational implementation of Baptist Health’s Supply Chain Vision. This encompasses overseeing sourcing strategies, managing vendor performance, handling contracts, coordinating distribution, managing MMIS informatics, and spearheading value analysis initiatives across three hospitals, two cancer centers, an ambulatory surgery center, and 28 clinics.
“I have the privilege of leading a dedicated team of over 32 employees, with six direct reports,” she said. “One of the things I love about our team is that you can feel the mission behind the vision. We prioritize the physical, emotional, and spiritual well-being of the individuals and communities we serve. Guided by values of stewardship, honesty, positive attitude, respect, and excellence, we strive for perfection while delivering compassionate care and placing our patients at the forefront.”
Transcending limitations
The onset of COVID-19 disrupted any carefully laid five or ten-year plans, throwing them out the window along with the rulebook, Anderson said. Strategies once held in high regard were upended as U.S. healthcare providers grappled with unprecedented challenges in the global supply chain, forcing supply chain teams to innovate new ways to ensure their hospitals remained equipped with essential supplies for optimal patient care. Anderson believes today’s supply chain teams require a clear, well-defined strategic vision for the future of their department and organization. They must understand the contours of this new strategic roadmap and possess the necessary tools to turn this vision into a successful reality.
“As supply chain leaders, we face the ongoing pressure to achieve increasing savings goals year after year, all while contending with contractual pressures regarding the costs of supplies exacerbated by rising inflation,” she said. “Faced with little to no operating margin, it can seem daunting to ask your CFO for additional resources, whether that’s in human capital or new tools and technology. However, to pursue excellence, we must transcend the limitations of our current state. Do not hesitate to ask for what you need. To make a compelling business case to senior leadership, thorough research into successful models and lessons from organizations already on the path to success is imperative. Presenting a use case scenario or outlining a high-yield return on investment (ROI) can effectively demonstrate the potential of future success for your supply chain team.”
An inner drive
From a young age, Anderson’s parents instilled in her a profound motivation to succeed. Her father served as a Judge Advocate General (JAG) and achieved the rank of Colonel in the Army Reserves. He worked multiple jobs to put himself through school and graduated first from Auburn University with his bachelor’s degree and then with his juris doctorate from Emory University. “He epitomizes what it means to have an extraordinary work ethic, and after a successful career as an assistant district attorney, he went on to become an Administrative Law Judge for the Social Security Administration,” Anderson said. “His journey exemplifies the values of honesty, integrity, and an unwavering determination to excel.”
Equally influential to Anderson is her mother, who made the selfless decision to leave her successful management career in social work to focus on raising Rachel while her father pursued his professional endeavors. “As I mature, I increasingly recognize and appreciate her sacrifices,” Anderson said. “Her daily embodiment of grace, kindness, and selflessness serves as a constant reminder of the importance of prioritizing others. I consider myself profoundly fortunate to have been raised by such exceptional role models. Their unconditional love, unwavering support, and unwavering commitment to my growth have continuously inspired and challenged me to strive for success.”
Anderson’s inner drive stems from the combination of a solid foundation, faith, and a strong sense of self, qualities she continuously refines with each passing year. When confronted with new situations or environments, Anderson said she tends to refrain from immediate action and instead opts to observe, gather data, and take notes before formulating her assessment.
“Analytical by nature, I approach challenges with a measured response,” she said. “I possess a fierce sense of independence and am relentless in my pursuit of accomplishing tasks once assigned. Yet, as a leader, I am increasingly cognizant of the significance of engaging others and ensuring that every member of my team can harness their skills to their fullest extent.”
Learning to delegate effectively has been, and continues to be, a crucial aspect of Anderson’s leadership journey. Understanding that delegating tasks does not equate to failure, but rather fosters the growth and success of the team as a whole, is a lesson she said she is still internalizing. “It also serves to prevent burnout by distributing responsibilities among team members.”
Growth is something that Anderson is always pursing, whether it be in her career path, the relationships she keeps or her examination of self. “We’ve all experienced loss and we’ve all experienced hardship,” she said. “We’ve made mistakes. Examining and understanding the impact of those experiences is how they become pivotal, defining moments in our lives.”
Evaluated experience is how individuals grow. It may be messy and painful, but ultimately, people can emerge stronger and wiser. “I always knew that but I didn’t understand it fully until I started to do the work on myself and make small, gradual changes from the inside out,” Anderson said. “This process fuels my motivation to succeed and serves as a promise I make to myself: that each day will be better than the last, and tomorrow better still.”
Sidebar:
Recognizing indispensable contributions
Escalating inflation has exacerbated the existing wage disparity, presenting a significant challenge for entry-level roles in healthcare supply chain, such as materials technicians. “These positions are pivotal in facilitating the seamless delivery of supplies to every corner of our hospitals,” Anderson said. “Without their diligent efforts, ensuring that vital medical and surgical products reach the hands of our skilled nurses and doctors, the task of saving patient lives would be considerably hindered. Despite their indispensable contributions, these roles often remain among the lowest paid within our organization.”
Recently, Baptist’s senior leadership took note of the invaluable contributions made by these individuals. Following a thorough examination of the wage gap, they made the decision to augment the minimum starting rate by $2.50 per hour. “This decision was not made lightly and represents a significant triumph for our department,” said Anderson. “It serves as a poignant demonstration of our organization’s recognition of the intrinsic value these team members bring to our operations and their indispensable role within the broader healthcare ecosystem.”