Interim VP Supply Chain – Health Care Consultant

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This VP Supply Chain – Healthcare Expert Consultant is a strategic supply chain leader experienced in systemic problem identification and solution development throughout the multiple industries currently looking for a position where her strengths, her passion and desire for positive progressive change are part of an organization’s overall culture. This VP Supply Chain – Healthcare Expert has successful financial savings and operational improvement activities across all areas of plan, source, make and deliver.  Innovations in team/union leadership, change management, lean and project management.


  • Distribution & Demand Fulfillment and Inventory Optimization
  • Strategic Sourcing
  • Material Planning and Procurement
  • Value Analysis
  • Supplier Relationship & Risk Management
  • Budget Planning & Variance Reporting
  • Perfect Order & Price Matching
  • Employee Engagement
  • Clinical Relationships
  • Project Planning and Execution
  • Risk Mitigation and Change Management
  • Mentoring & Empowering
  • C-Suite Client Relationship
  • Business & Firm Development
  • Six Sigma Black Belt
  • Lean and Kaizen Instructor Mentor
  • Kanban
  • 5S Visual Management
  • Process Improvement

Relevant Accomplishments

Corewell Health (merger of Beaumont Health & Spectrum Health), Detroit, MI, Sr Director, Supply Chain Central Service Operations Beaumont Health – HealthTrust , VP, Supply Chain Operations, Interim SCM Director Troy and Grosse Pointe Hospital Responsible for the system-wide, state-wide supply chain operations functions of Self-Distribution, Transportation, Purchasing and Print/Forms Management for an IDN with 22 acute-care hospitals and over 300 non-acute facilities.  Core focus on IDN integration, people alignment, operational improvements, and financial and operational cost savings over $9M.

Self-Distribution & Transportation

  • Led pandemic supply efforts and co-developed a predictive model for future medical pandemics; stood up a secondary warehouse to hold and monitor pandemic supplies.
  • Redefined item portfolio of maximization and optimization based on revenue gains and man-power effort; negotiated distribution service agreements and increased overall revenue by $1M
  • Developed a new conversion workflow and measurement tool to consume inventory, negate immediate substitutions and increase overall clinical satisfaction.
  • Reduced courier routes by 33% and tractor trailer routes by 25% and redeployed resources to assume additional outsourced routes and outside couriers for unplanned requests, which reduced recurring operating expenses.
  • Successful upgrade of Tecsys WMS/DMS from 8.4 to 9.8

Procurement & Analytics

  • Led purchases services sourcing initiatives for third-party logistics, print, form and marketing management with expected savings of 15%, plus value-added service of freight metric dashboards.
  • Developed a new procedure to streamline the return process and systematically capture approved substitutes.
  • Deployed purchasing productivity dashboard to actively track team/category workload and effort. Added new flags to measure Stat and Subs.
  • Leading the development of operational metrics/ to create data-drive decisions on process improvement initiatives in the areas of procure-to-pay, operational distribution and inventory management and receiving


Trinity Health, Livonia, MI, Director, Continuous Operations Improvement                                      Nov 17 – Mar 20

  • Led the corporate supply chain operations for 94 hospitals across 22 hospitals with direct oversight of Process Improvement and Performance Management, Distribution Relationship Management, and Inventory and Freight Management.  Had additional responsibility for the strategic supply chain operations for 5 acute-care hospitals in Southeast Michigan.

Process Improvement & Performance Management & Inventory Management

  • Created a Continuous Process Improvement team that simulate a professional consulting team and identified over $13M in savings and implemented over 33%
  • Defined Governance Structure from Assessment to Sustainment; weekly meetings with key stakeholders, and 45-day check-in with senior/executive leaderships
  • Developed a user-friendly tool that has more data input for Floor Stock and Storeroom Optimization and Rationalization tools to define inventory stock levels and ABCD velocity. Added key data inputs of safety stocks, standard deviations, lead time and quick calculations to show cost differences
  • Redeveloped the Quarterly Business Review structure and Key Performance Indicators and topics through ministry feedback by creating a value-add two-way conversational

Distribution Relationship Management

  • Developed monitoring and action reports to decrease the Medtronic CRM leakage from 18% to less than 5% within a 6-month time period.
  • Critical decision-maker in building of Distribution Service Agreements and compliance to add $9M of revenue
  • Creating a standard playbook for future Go-Live, especially moving from Bulk to LUM and onboarded 7 hospitals
  • Cut-over WMS application and provided on-site support for 3 months


Medline Industries, Director, Sales Logistics and Operations                                                                      

  • Responsible for the MidWest region on new account development and value-add propositions. Partnered with the Acute Sales team to assess, develop and present new client businesses and worked to maintain current relationships through operational excellence work. Left after being recruited to Trinity Health by former boss and wanting to lead a team again.


Ann & Robert H. Lurie Children’s Hospital of Chicago, Director Logistics                                                   

  • Accountable for seven diverse logistics departments including medsurg and surgical supply management, shipping/receiving, medical equipment distribution, patient and employee shuttle & parking, and mailroom/copy center/network printers.  Named as a Top 50 Leader and held a Top 5 most engaged team for 3 years.

Sourcing & Procurement & Value Analysis

  • Negotiated Managed Print Services contract, 30% cost savings with qualitative productivity deliverables
  • Co-developed a Value Analysis Operations Implementation “Gold Standard” process and tool with Cardinal Health to minimize product disruption, enhance clinical engagement, and reliable data/systems.
  • Enhanced the substitute/backorder process to be less reactive and developed operations ownership.
  • Managed a $3M partially subsidized benefit; added $500k of revenue through analytics

Inventory Management & Distribution

  • Layout Redesign of Receiving and Storeroom, increased package reliability and flow by reducing handling by 45%; designed an ergonomic supply storeroom based on ABC analysis, inventory stock levels
  • Logical Unit of Measure transition to optimize the purchase and issue unit of measure; decrease overall purchase price for the LUM model, appropriately stock items, and define storeroom policy
  • Technology implementation of Mobile Supply Chain, led two upgrades of Lawson Infor and Carefusion Pyxis, and enhanced current receiving technology, BearRiver.

Staffing & Employee Engagement

  • Supply and Receiving Staffing, reduced by 20% while increasing customer service and reliability of materials, assumed new responsibilities in surgery and IR/Cath by staffing to demand
  • Promoted five employees to positions of Team Leads and Coordinators. Developed an internship program to promote supply chain healthcare to college students.  Top 5 most engaged department


Mayo Health Clinic, Hospital System, Distribution Center Manager                                             

  • Managed a 100,000 square foot distribution center servicing 400+ internal Mayo customers in over 90 buildings.  Safely led 57 Union employees and 11 non-union employees in a 24×5.5 day operation.  Managed an average of $10.5M of inventory and over 9,000 unique items of which 80% are critical to patient care.
  • Overtime, 50% overtime reduction which resulted in a direct annual labor savings of $600k+. Reduced DART safety metric from from 36 to 10 in one year
  • Staff satisfaction, increased from traditional 65% to 90% based on preliminary data; only 2 formal grievances in 14 months that were resolved within the first step process
  • Implemented an inventory management program to reduce inventory by $1M and eliminated 400 items decreasing inventory value by about $600k; Consolidated and removed 190 items, about $200k
  • Eliminated 8 hrs/day of material handler receiving/putaway work, resulted in a 1 FTE redeployment

Tefen USA, Operations Management Consulting, Director                                                        

  • Accountable for $2-4M in annual project revenue and simultaneously leading 2-5 implementation teams across the United States and 8-week engagement in Sweden.  Fostered advisory relationships with executives at past and present clients for business development and monitoring of past initiatives.  Was responsible for responding to proposals, presenting the firm’s capabilities, and fostering relationships with project managers/consultants.  Experience working with large system hospitals, medical device companies, bio-pharmaceutical and manufacturing environments.

Delta Air Lines Cargo, Project Manager                                                                                    

  • Operationally accountable for the Cargo Operations and IT project portfolio.   Led the Northwest/Delta merger projects from scope to implementation delivering $70M in additional revenue.  Facilitated multiple Kaizen events and instructed/mentored Lean Six Sigma courses; selected to facilitate a 10-day course for Asia-Pacific employees in Tokyo, Japan


Tefen USA, Operations Management Consulting, Senior Consultant                                                 

  • Supply Chain and Lean Manufacturing lead for the Healthcare & Life Sciences industries.  Accountable for project deliverables and on-site client relationship management.  Worked in a consultant-client team environment to implement and sustain the recommendations.  Had the privilege to work in Middlesboro, England for 6 months.


Owens Corning, Supply Chain Development Program; Leader                                           

  • Selected to participate in a Supply Chain Development Program to be trained in three supply chain areas along with building operational, strategic and leadership skills.  Achieved Green Belt certification and Lean Kaizen facilitation and 5S coordination certification.  Core focus in strategic sourcing, operational excellences and warehouse supervisor.

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