After 116 years, Lehigh Valley Health Network has no interest in its supply chain becoming stagnant. “We don’t hesitate to apply new ways of doing things to our business,” Vice President and Chief Procurement Officer of Supply Chain Management William Matthews explains. “We take time to learn what we can from our colleagues in the industry, and what we could do to gain a better stance in our organization.”

Based in Allentown, Pa., Lehigh Valley is a four-hospital system with two surgery centers and thousands of clinical professionals, Matthews says. The network’s history goes back to 1899 when a group of civic-minded women opened The Allentown Hospital in 1899.

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At Lafayette General Health (LGH), employees focus 100 percent on being a great place for physicians to work and patients to receive care. “That commitment to excellence has created a product that has been responsible for our double-digit volume growth that we’ve witnessed every year for the last five years,” President and CEO David Callecod says.

Lafayette, La.-based LGH is the largest nonprofit, community-owned health system in the state’s Acadiana region with approximately 3,500 employees. The system owns or manages six hospitals, including its flagship location, Lafayette General Medical Center (LGMC), which features 365 beds and is the largest full-service acute care medical center in the region.

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Desert Radiologists is adding service sites and outpatient centers to maintain profitability and continue providing exceptional patient care. “We are in growth mode and always recruiting,” CEO Bill Moore says. “We work hard at the group. There are different types of radiology groups, some are lifestyle-driven and some are work-driven; we are very work-driven.” 

The Las Vegas-based group was founded in 1966 as Taylor, Knudson & Lum, named after the three founding physicians: Dr. Robert Taylor, Dr. Harris Knudson and Dr. James Lum. The practice continued to grow over the years and had four fully operational outpatient facilities by the early 1990s.  

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Founded in 1999, Cumberland Pharmaceuticals is a specialty pharmaceutical company focused on the acquisition, development and commercialization of branded, prescription products. The company aims to reach underserved niche markets, dedicated to providing innovative products that improve patient care and address unmet needs.

“We saw an opportunity to get involved with products that weren’t a good match for large companies but are still important for patients,” CEO A.J. Kazimi says. 

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Bristol-Myers Squibb was formed by the 1989 merger of two leading pharmaceutical companies: E.R. Squibb & Sons and Bristol-Myers. Although its origins date to 1858, over the past eight years the company has been on a journey to transform its business, recently accelerating its evolution to become a diversified specialty biopharma. That shift in focus has been a game changer. 

“Our evolution to a diversified specialty biopharma company has resulted in some remarkable innovation that is positively impacting patient’s lives,” says Farryn Melton, senior vice president and chief procurement officer. “Our focus is on helping patients prevail over serious diseases such as cancer, cardiovascular disease, HIV, hepatitis C and rheumatoid arthritis. That mission is very special and unique.” 

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If there is anything people need when they are ailing, it is assistance that is provided with care and compassion. Windsor Healthcare makes this its mission in each of its locations.

“We strive to enrich and enhance every life we touch,” the organization says. “In each of our care centers, Windsor seeks to create a culture of healing that is life-affirming, satisfying, humane and meaningful.”

Based in West Hollywood, Calif., Windsor provides nursing rehabilitation and skilled nursing services for people recovering from surgery, illnesses or injuries. Its first location was founded in 1984, and Windsor has since grown to have 36 skilled-nursing facilities and two assisted living centers in California and Arizona, with more than 4,000 patients.

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As the healthcare environment evolves, rehabilitation and long-term care are being shifted toward more managed care in patients’ homes. With that in mind, VillageCare – which offers services mostly in New York City’s boroughs of Manhattan, Brooklyn, the Bronx and Queens – invested approximately $8 million of its own funds and grants to create VillageCareMAX, a managed long-term care (MLTC) plan.

Unlike other managed care plans, VillageCare can offer through VillageCareMAX – a separate division – many of the services its patients need. “I’m not saying we’re unique,” President and CEO Emma DeVito concedes. “There are others that do have a similar configuration, but there are not many that have this configuration. This is one of the things that helps us to be a little bit different, and I think would be a benefit to the person receiving the care because it’s an integrated model.”

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When the University of Miami purchased the former Cedars Medical Center in Miami five years ago, it had one goal in mind, according to CEO Dan Snyder. “Our vision is to be the best university teaching hospital in the world, and by that we mean No. 1,” he says.

That’s an ambitious goal by any standard, and when part of that goal involves rehabbing a 40-year-old hospital and bringing it up to 21st-century expectations, it seems even more daunting. However, Snyder believes the flagship hospital of the University of Miami Health System is up to the task because it has the people, the expertise and the willingness to improve.

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