Latest / Becker’s Healthcare Podcast / Meena Medler, Vice President and Chief Supply Chain Officer at Sutter Health

Transcript

Meena Medler, Vice President and Chief Supply Chain Officer at Sutter Health · Becker’s Healthcare Podcast

0:00
This is Laura Dierda with the Becker's Healthcare
0:02
podcast. I'm thrilled today to be joined by
0:04
Amina Medler, vice president and chief supply chain
0:07
officer at Sutter Health. Amina, it's a pleasure
0:09
to have you on the podcast today. Pleasure
0:11
to join you, Laura.
0:12
Absolutely.
0:13
Now, you know, I'm excited for our conversation
0:15
because I know health care is evolving so
0:17
quickly, and supply chain is such an important
0:19
part of that. It definitely drives so much
0:21
of what happens on the care delivery side
0:24
as well as the administrative
0:26
aspect of health care that just makes the
0:27
whole organization tick. So, I'm looking forward to
0:30
hearing more from you. But before we dive
0:32
in, can you tell us a little bit
0:33
more about yourself and Sutter Health? Yeah. As
0:36
as you know, I'm the chief supply chain
0:37
officer at Sutter Health. I've been here about
0:40
a year, but I've been in the industry
0:41
for about thirty two years. And I am
0:44
a certified licensed physician assistant by background. Spent
0:47
a lot of time in,
0:48
internal medicine and,
0:50
cardiovascular
0:52
predominantly,
0:53
during my practice times and then also have
0:56
worked at various academic institutions and predominantly worked
0:59
in the hard and vascular service line. And
1:01
for the past nine years, I've been in
1:03
the supply chain side, which I just began
1:05
that journey at Northwestern
1:07
and then went to UPMC and and etcetera
1:09
and,
1:10
grew over the years. And I feel like
1:12
I've been on all sides of the equation,
1:15
in health care. And,
1:17
if you ask me even ten years ago,
1:18
would I be in,
1:20
you know, Northern California
1:22
or running supply chain, my answer would be,
1:25
I don't know what you're talking about. So
1:26
it's been an interesting journey.
1:29
And more about Sutter. Sutter is an exciting,
1:32
innovative,
1:33
compassionate organization
1:35
really focused on
1:37
patient access and quality of care
1:40
and,
1:41
mental health innovation, everything you we talk about.
1:44
Right?
1:45
But Sutter has grown under our CEO, Warner
1:49
Thomas,
1:49
over the past three years going from,
1:53
$13,000,000,000
1:54
organization to ending this year practically around 20,000,000,000.
1:58
And that is through purely investing
2:01
in the infrastructure, the technology,
2:04
physicians, clinicians in general, and in expanding care,
2:08
for the 3,500,000
2:10
people in Northern California.
2:13
It's a a large non for profit IDN
2:16
with 28 plus acute care hospitals, 600 plus
2:20
ambulance care centers, 35 plus,
2:24
ambulatory surgery centers.
2:26
And,
2:28
we are continuing to grow and
2:32
invest
2:34
in making sure that we continue this journey
2:37
of patient access
2:39
and high quality affordable care,
2:42
for our communities.
2:45
And that's amazing to hear. And, you know,
2:46
what an important space to be in, being
2:49
able to expand with some of the the
2:50
different inventory opportunities, digital opportunities, and then looking
2:54
at how you can,
2:56
produce additional,
2:58
care pathways for patients. So that that's amazing.
3:01
When you think about the last year or
3:02
so, what was the most important initiative that
3:05
you led? What did you do, and what
3:06
were the results?
3:08
I you know, really coming here and integrating
3:12
supply chain,
3:13
corporately,
3:15
establishing
3:16
strategy and
3:17
aligning with the destination 2030,
3:20
making sure we were,
3:23
really,
3:24
keeping up with the pace and the needs
3:26
of the organization. So one of the, I
3:28
would say, the three things that I would
3:30
do, and then I go into the most
3:31
important one that and the and and what
3:33
led to and how it's gonna continue in
3:35
2026
3:36
is, obviously, strategy is only 10% of the
3:39
work. Right? We can create create create splicing
3:41
strategy,
3:42
but really, all structure. How are we structured
3:45
to support the strategy in bringing in and,
3:47
also identifying
3:49
really high caliber,
3:51
leaders and
3:53
identifying
3:54
and making sure that we're investing in our
3:56
teams and being prepared for the future as
3:59
we're,
4:01
enhancing technology in various other components.
4:04
The subsequent thing is really connecting with
4:08
leaders.
4:09
Supply chain historically, especially after COVID, having gone
4:12
remote, really connecting with the caregivers.
4:16
I believe everything in this started out at
4:19
Cleveland Clinic way back when where
4:22
Toby Cosworth said everybody is a caregiver, and
4:25
I think that's fundamentally something that stuck with
4:27
me over the years, and I think Warner
4:29
believes that. Right? Everybody touches
4:31
the care that we provide, and we are
4:33
all caregivers.
4:35
And as a result of that, we have
4:37
to be aligned and understand the needs of
4:39
our internal customers more than anything else. So
4:42
being visible, going and visiting various sites, aligning,
4:45
understanding the needs of the organization,
4:48
where is supply chain
4:50
thriving, where is supply chain has an opportunity
4:52
to really better serve the needs of the
4:54
organization internally and building those relationships.
4:58
And in doing so, there's one important thing.
5:00
Right? We talked about
5:02
care pathways,
5:04
investing in patient care, patient access that goes
5:07
into service lines.
5:09
How are we supporting our cardiovascular
5:11
or heart and vascular service line, our orthopedic
5:13
and sports medicine or our women's health, pediatrics.
5:18
As you think about all of those things,
5:20
we have really aligned with and established what's
5:23
called value analysis,
5:25
integrated value analysis, or integrated value chain approach.
5:28
So we collectively,
5:30
work with the physician leaders and administrative leaders
5:33
as well as our divisional leaders and CFOs
5:36
to align on what are the initiatives that
5:38
we wanna work on. So,
5:40
we aligned
5:42
supply
5:43
chain, sourcing category management,
5:45
and project management to serve
5:47
what we call pod structure, really aligning with
5:50
that,
5:52
holistic way of making decisions.
5:54
When you think about value analysis, most people
5:57
think, oh, we're gonna just review new
6:00
products. Our goal is not that. We look
6:02
at the service line strategy, where we're going
6:05
from supplies, capital investments, new program development,
6:09
And where are we going to spend money?
6:11
How are we gonna do it? And really
6:13
strategically
6:14
approach
6:15
procurement with a totally different lens and with
6:18
an integrated approach.
6:20
And I think that's been a huge win
6:23
in our alignment with that and supporting
6:26
and really,
6:28
creating an entire list of opportunities collectively
6:31
and how do we better,
6:34
not just talking about a widget and, reducing
6:37
the cost of the widget. Right? If it's
6:39
the higher cost but it provides the right
6:41
outcomes quality,
6:43
we wanna make sure that we're investing in
6:45
that as opposed to looking at is, like,
6:48
where are we gonna, you know, save a
6:49
dollar? I mean, save a dollar here takes,
6:53
something else here. Right? So we are more
6:55
looking at it. Right? Is it the right
6:57
decision? Is it gonna produce the right outcomes?
7:00
Will we have to convert? Will we create
7:01
noise? Is it in the best interest of
7:03
our clinicians?
7:06
And,
7:07
and then looking at finances and making sure
7:09
that financially it makes sense. And then, additionally,
7:12
the most important thing along with that integration
7:15
is
7:15
bringing the supplier into the middle of the
7:17
conversation.
7:18
We do not see supplier as, you know,
7:22
adversarial,
7:23
somebody that's trying to we are working with
7:26
them more as a partner
7:27
as part of the health care ecosystem.
7:31
So that's been, if I have to say,
7:33
our value partnerships, and,
7:35
people may have heard about our partnership with
7:37
GE,
7:38
our partnership with Intuitive, our partnership with,
7:41
Medline
7:43
and Visian and various other,
7:45
entities and many others that we're working on.
7:48
Those are that's how we're tackling the health
7:51
care industry,
7:52
not in a siloed approach
7:55
or
7:56
a me versus you approach, whether internal or
7:58
external,
7:59
but more collectively sitting together and creating and
8:02
and finding the value for all
8:05
stakeholders within the health care ecosystem.
8:08
So that's been a huge win for us
8:10
to launch both
8:11
value partnership program with our suppliers
8:14
as well as,
8:15
value analysis or integrated value chain
8:19
within our, not just clinical, but also within
8:22
our,
8:23
our nonclinical
8:24
corporate spaces, whether it's digital space or marketing
8:28
or,
8:30
our
8:31
construction,
8:32
FBNS,
8:34
team members, pharmacy, lab, you name it. That's
8:36
how we're looking at it. We are integrated
8:39
into those pods, and we wanna be along
8:42
the their journey and their, strategy,
8:46
and their needs as partners,
8:48
not as supply chain driving
8:50
to, just save money.
8:53
That's an excellent point, you know, and amazing
8:55
to hear, from your,
8:58
vantage point as the executive leader in your
9:00
team is being able to actually put the
9:02
resources behind what you need in order to
9:04
make the improvements and be successful in the
9:06
future building this foundation that's going to continue
9:09
to help the organization grow and thrive. And
9:11
so it sounds like the team is pretty
9:13
aligned around that strategy and, understanding,
9:16
you know, where the value can be brought
9:17
even if you have to make a bit
9:19
more of an investment within the technology or
9:21
or partners that you're working with.
9:24
Yes. Absolutely.
9:26
I think because, you know, I really believe
9:29
that there is a lot of waste in
9:31
going back and forth on a lot of
9:32
things as opposed to aligning on their mutual
9:35
goals. I mean, their goals, our goals, and
9:38
mutually aligning on where we meet. Now we
9:40
can't do it with everyone. Right?
9:43
Especially as we talk about suppliers,
9:45
because you have to have alignment in culture,
9:48
alignment with our executive leaderships and their needs.
9:52
And and and I think that's how we're
9:54
looking at it. You can have everybody be
9:56
a value partner or a preferred partner. You
9:58
can you you're always gonna have some amount
10:01
of respectful but transactional relationships.
10:04
But where it makes sense, we wanna make
10:06
sure that we're aligned on that. And then
10:08
the beauty with Sutter and culture is really
10:12
from top down leadership alignment.
10:14
And not and that alignment comes from the
10:16
clarity that we have, the meetings, the leadership
10:19
engagement, the leadership,
10:21
meetings that Warner,
10:22
really,
10:24
conducts,
10:25
and and really invest in the time in
10:28
communication.
10:29
I think communication clarity leads to alignment. Alignment
10:33
leads to our ability to grow and execute
10:35
and hold each other collectively,
10:38
accountable.
10:39
But looking at it more as a team
10:41
sport as opposed to an individual sport approach.
10:44
That's fascinating to hear. And, you know, looking
10:47
ahead to 2026,
10:48
what are some of the big priorities as
10:50
well as headwinds that you're focused on?
10:52
There's a lot of things that we're working
10:54
on.
10:55
We are investing in optimizing. I think you
10:58
hear technology. Right? We are one of the
11:00
biggest projects, especially that touches supply chain, finance,
11:03
and even HR is our ERP system.
11:15
Organization. We have to optimize our processes. With
11:16
ERP, we really have to focus on processes.
11:16
We have to continue
11:18
processes. With ERP, we really have to focus
11:20
on processes. We have to continue to invest
11:22
and grow
11:23
our our teams.
11:25
And and as you know, the, geopolitical challenges,
11:29
health systems are facing tremendous amount of headwinds.
11:33
And we have our own internal headwinds. Right?
11:35
We wanna continue to grow. We wanna provide
11:37
access,
11:38
and we wanna be able to
11:40
navigate
11:41
the
11:42
geopolitical,
11:44
financial headwinds,
11:46
with not,
11:47
you know, not compromising our growth, our commitment,
11:52
to our patients.
11:54
So I think those are some of the
11:55
things that we are prioritizing, and supply chain
11:57
is an integral part of that. Right? We
11:59
we oversee so many different things just beyond
12:02
clinical products from,
12:05
capital
12:06
and purchase services,
12:08
pharmacy, and various other components. And we also
12:11
have line of sight around inventory management, the
12:14
terms, the obsolescence,
12:15
various other things. So every each and every
12:18
one of those things are something that we're
12:19
touching in 2026.
12:21
So
12:22
it's a it's a it's,
12:24
keeping the organization financially
12:27
viable
12:28
through supply chain initiatives
12:31
and,
12:32
also supporting and managing to,
12:35
any of the changes that we're facing with
12:38
policy
12:40
or shortages
12:41
or disruptions.
12:42
We've got to be ready and resilient
12:45
and have,
12:47
multiple options while taking on the big project
12:50
of, converting an ERP system.
12:53
That's so helpful to know and understand. You
12:55
know? It's, interesting to hear from your perspective
12:58
how you make those changes, in considering
13:02
some of the larger headwinds and geopolitical as
13:04
well as financial challenges,
13:06
coming up and, you know, continue to percolate,
13:09
throughout
13:10
decision making processes just to figure out how
13:13
you're going to best position yourself for the
13:15
future. And so,
13:16
having that focus on the the viable
13:19
solutions
13:20
and and, you know, figure out how to
13:22
navigate around some of those other, unknowns, policy
13:25
shortages, and disruptions as well.
13:28
And given all of those things, what is
13:30
the hardest thing you think you'll have to
13:31
do in the next year?
13:33
I think the hardest thing is to stay
13:36
disciplined, focused, and execute on all the goals
13:38
that we set out for us, Right? While
13:41
managing to the,
13:44
establishing
13:45
great, like, optimal processes
13:47
and designing a brand new ERP system
13:51
and,
13:52
support the growth that the organization is going
13:54
to be the hardest thing. Right?
13:56
Because my team has to really,
13:59
stay focused and ensure that we are designing
14:02
the new ERP system correctly
14:05
and accurately
14:06
and not have a lot of disruptions
14:09
while executing on all their day to day
14:12
responsibilities.
14:13
And,
14:14
at the same time, we're on a journey
14:15
to,
14:17
really,
14:18
look at technology,
14:21
automation,
14:22
AI within the supply chain space. So we
14:25
we set a pretty
14:27
aggressive
14:28
and exciting goals for ourselves,
14:30
but I think in, the ERP system is
14:32
gonna be the hardest thing for me and
14:34
my team,
14:35
to do,
14:36
while while trying to accomplish everything else.
14:40
Got it. That, you know, really makes a
14:42
lot of sense and,
14:43
is helpful to understand.
14:46
And
14:47
speaking of the future, I wanted to ask
14:49
about growth as well. Where do you see
14:51
some of the best opportunities for, growth within
14:53
Sutter supply chain organization?
14:56
I think we we have some exciting projects
14:59
coming up. Right? And then I think you've
15:00
talked about how do we use,
15:03
automation
15:05
technology, automation, generative AI. If we get the
15:08
people, processes,
15:09
and fundamentals
15:11
all situated as we talked about, we've been
15:13
optimizing over the past year and a couple
15:15
of years even before that and,
15:18
going into 2026.
15:19
The beautiful thing right now is the ability
15:22
we live in. We are in the mecca
15:24
of AI. We San Francisco,
15:28
has is the, you know,
15:30
the leader in AI. And how do we
15:33
leverage that? We have a uniquely
15:35
chief,
15:37
AI officer who's a physician, doctor Ashley Beasley,
15:40
and,
15:41
computer scientists,
15:43
a tremendous it's a uniform type of an
15:45
opportunity.
15:46
And we're partnering with and being one of
15:49
the first ones to say, how do we
15:51
optimize? Right? How do we use this
15:54
time to do more with less? How do
15:56
we make how do we give our
15:58
team
15:59
time back? How do we remove
16:01
manual tasks?
16:03
How do we prove those concepts? Right? Having
16:06
us do more with less means doing more
16:09
strategic, more value added work and,
16:13
using technology or automation or generative AI where
16:17
applicable,
16:18
in
16:19
driving,
16:20
taking away the manual
16:23
tasking work that other things can do. So
16:26
I think that's one of the really great
16:28
opportunities for us because as we can repurpose
16:31
those individuals where I know that their satisfaction
16:34
is in being able to do other things,
16:36
we think that we have a lot of
16:38
that,
16:39
what I call end to end supply chain.
16:41
What I think about it is when you
16:43
can create visibility,
16:46
automation,
16:47
and
16:48
data driven decision making that allows you
16:52
to seamlessly
16:53
provide
16:55
supply chain
16:57
value to the organization.
16:59
If I think about it, I always say
17:01
my goal is
17:03
inventory management system. People talk about inventory management
17:06
system in one lens. I really think about,
17:10
inventory management system that aligns with our manufacturers,
17:22
journey of the patient journey, patient care. Right?
17:26
How are we making sure that the, that
17:29
the device or the supplies that we're utilizing
17:31
to care for those patients? How do we
17:33
complete that
17:35
journey and alignment into outcomes?
17:39
That is one of the, you know, really
17:42
ultimate goals that we have. I mean, it's
17:44
gonna take us a bit of time, but
17:46
I think, that's where I see the opportunities
17:48
for us to be able to utilize
17:51
technology,
17:52
AI,
17:54
data driven decision making,
17:56
and really be able to elevate our workforce
18:00
to do more,
18:02
value add activity and some other exciting stuff
18:04
that we have we're we have planned. I
18:06
don't wanna tell all my secrets, but some
18:08
of the fun stuff that we plan, but
18:10
those are some of the things that we're
18:11
looking
18:13
at. Oh, that's amazing,
18:15
to hear. And, you know, certainly being able
18:16
to have,
18:18
that technology integrated in, being a lot more
18:20
data at your fingertips and elevating the workforce
18:23
too sounds extremely exciting. It seems like so
18:26
there's a great place to to be today
18:28
in in truly,
18:29
embracing the digital transformation and health care of
18:32
the future. Mina, thank you so much for
18:34
joining us on the podcast today. This has
18:35
been such a fun conversation. I I've learned
18:37
a lot, and I look forward to connecting
18:39
with you again soon and seeing you at
18:41
our annual meeting in April. I know you'll
18:42
be speaking on a panel, and so it'll
18:44
be just so fun to connect and,
18:46
learn more about what you're doing in the
18:47
center.
18:48
Thank you, Laura, and thank you so much
18:50
for the opportunity.