Mayo Clinic
Supply Chain Management
Performance Consulting Team
Presented by: Carmel Porter, Senior Analyst
Supply Chain Management Performance Consulting
©2012 MFMER | slide-1
Mayo Clinic: Group Practices in
Rochester, Florida, and Arizona
and the Mayo Clinic Health System
ROCHESTER
FLORIDA
ARIZONA
©2012 MFMER | slide-2
Mayo Clinic
Organizational and Cultural Factors
• Mayo is a physician led organization. There is a
clinical voice in decisions.
• Physician/administrators/allied health are on
salary (no bonuses on production or financial
performance).
• Financial targets are developed by physician
and administrative leaders.
• There is a strong alignment of mission and
goals including financial performance and
supply expense management.
©2012 MFMER | slide-3
Mayo Clinic
Organizational and Cultural Factors
Mayo’s Mission
• To inspire hope and contribute to health and
well-being by providing the best care to
every patient through integrated clinical
practice, education and research.
Mayo’s Primary Value
• The needs of the patient come first.
©2012 MFMER | slide-4
Mayo Clinic
Supply Chain Management
How is the supply chain organized?
Customer
Service
 Communication
 Opportunity
Identification
 Issue Resolution
 Product Recall
Product
Standardization
& Utilization
Sourcing
&
Contracting
 Value Analysis
 Sourcing
 Dept. Resources  Team Co-Lead
 Testing / Trials
 RFP / RFQ
 Best Practice
 Negotiations
 New Technologies  Approvals
 Issue
Resolution
Contract
Administration
Procurement
 Filing
 Requisitioning
 Analysis
 Procurement
 Rebate Collection Transactions
 Ongoing
Management
Disbursements
 Accounts Payable
 Reimbursements
 Travel
Management.
Inventory
Management
 Storage
 Inventory
 Picking
 Staging
Logistics
 Shipping
 Receiving
 Stocking
 Replenishment
SCM Performance Consulting
•
•
•
We provide consultative integration between all Supply Chain operations to offer a consolidated solution for our customers.
We develop and maintain financial reporting tools and metrics to assess customer supply and service expense performance
and confirm progress toward set goals.
We initiate and facilitate operational process improvements to control supply and service expense and increase the value of
services delivered to Mayo patients.
Supply Chain Management Enterprise
Responsibility
Site Based Supply Chain Operations
Responsibility
©2012 MFMER | slide-5
Mayo Clinic Supply Chain Management
Performance Consulting Team History
• Formed 10 years ago as Materials Management
Financial Analysis
• Address identified need for better supply &
service management
• Since formation, customer support as well as
breadth of roles and responsibilities has
expanded
©2012 MFMER | slide-6
Performance Consulting Team
Guiding Principles
Mission
Mayo Supply Chain Performance Consulting develops and implements strategies to
drive improvements in Supply Expense Management. The Performance Consulting
Team will provide coordination and delivery of Mayo Supply Chain solutions in order
to attain specific and measurable quality and cost outcomes for our customers.
Vision
Provide world class supply chain analysis and consultative
support for all aspects of the supply chain process, by
focusing on analytics, auditable controls, and optimization
through the utilization of an integrated support team.
Purpose
Performance Consulting is the process by which we can
work with Physicians, Administrative Leadership and others
to identify and achieve performance excellence linked to the
expense reduction goals of Mayo.
©2012 MFMER | slide-7
Performance Consulting Team
Objectives
• Commit to consistent and active participation to enable
enterprise-wide collaboration, decision-making,
implementation and compliance
• Establish a framework to share best practices, process
improvements, patient safety, compliance and risk
reduction
• Optimize the standardization of products/devices and
develop the creation of a supply formulary for
departments across the enterprise
• Reduce the acquisition cost of products and devices
and increase overall value
• Assess, monitor and manage variation among clinicians
on a cost/case or procedural basis
©2012 MFMER | slide-8
Performance Consulting Team
Objectives
• Provide Support of Mayo Clinic contracting
philosophy and process
- Monitor on/off contract spend and correct to
ensure compliance
- Analysis and support -make versus buy decisions
• Manage assessment and availability of new
products/devices
• Manage and analyze non-labor spend versus plan or
budget
©2012 MFMER | slide-9
Performance Consulting Role and Continuum
of Services
Inventory
Supply Chain
Technology
Measurements
Customer Service
Analytical Support
Performance Clinical Patient
Consulting Practice Care
Process
Standardization
Utilization
Expense Management
•
•
•
•
Supply Chain Consultation / Customer Integration
Metrics Development
Analytical Support
Project Management
©2012 MFMER | slide-10
Performance Consulting Services:
Supply Chain Consultation /
Customer Integration
• Act as liaison to high-spend specialty practice areas
• Assist with contract communications and optimization
• Perform analysis to support specific supply & service
management initiatives
• Develop dashboards and reports
• Provide analytical and facilitation support to Supply &
Technology Teams and Specialty Councils
• Educate on Supply Chain Policies and Procedures
©2012 MFMER | slide-11
Integrated Team Coordination
Supply Chain Management
Integrated Department Support
Office of Expense
Management
(Specialty Councils)
Focus
What are customer dept goals?
What are the key performance metrics?
How do we coordinate supply chain optimization
plan? ( Projects, Technology, Contracting)
Departmental Customer
Service Needs
Is SCM delivering intended results?
Department
New Technology
Assessment Meetings
Purpose: Coordinate support of
SCM projects and Specialty
Councils, including plan
development, resources, timeline,
and roles and responsibilities.
Deliverables:
Align SCM teams and support
activities associated with the SCM
Strategic Plan, Projects and
Specialty Councils on an ongoing
basis
Tools:
Standard Work Plan
Standard Tracking Tools
Standard Measurements of Success
Project plans where appropriate
Agenda with standing items
Direct support of high-spend specialty practice departments and nonlabor services:
Surgery
Information Technology
Radiology
Capital Equipment Service and
CV
Maintenance
GI
Purchased Services
Lab
Team covers approximately 51% of Patient Care supply and service
spend
©2012 MFMER | slide-12
Integrated Processes
• Clinical Practice Committee
• Specialty Councils
• Standardized Analytics
• Manage To Reimbursement
Councils
• Contract Management
• Supply and Technology Teams
• Inventory Management
Integrated Structures
©2012 MFMER | slide-14
Committee Participation
New Product / Technology Committees
•
•
•
•
Financial analysis comparing products & equipment
Contract review of current & new
Case cost impact
SCM consultation on best business opportunity
Department / Finance Committees
• Presentation of metrics
• Strategies around supply expense
• Coordination of finance and department activities
Operational Supply Committees
• Coordination of operational activities
• Inventory management best practices
• Hot topic forum
©2012 MFMER | slide-15
Supply and Technology Teams
•
•
•
•
•
•
Physician Led
Manages new technology and supplies
Standardization of current supplies
Supports product conversions
Supports the Enterprise Value Analysis Process
Membership includes:
• Supply Chain Management
• Procedural Areas
• Sourcing & Contracting
• Revenue Cycle
• Finance
Supply and Technology Team Guidelines
• Must reduce net episode of care costs
• Must replace an existing product
• Must improve patient care by a measurable degree
• Must fill a critical need for which there is no substitute
• Validation of claims
• Saves time
• Reduces LOS
• Data driven
New Product / Technology Committees
Process Flow Example - Surgery
Request from Physician/Manager to add or evaluate product.
Physician or Manager complete NPR (New Product Request)
form with detailed information
Surgery & SCM team confirms pricing detail and contractual
relationships (negotiates as required) & completes financial
impact analysis for committee review
Coordination occurs with other areas which may be impacted
by the request (e.g. clinical areas, IT interfaces, etc.)
Committee review and decision is communicated to the
Surgical practice and appropriate implementation as required
©2012 MFMER | slide-18
Specialty Councils Support
• DLMP
• Specialty Council Support: Laboratory Medicine Specialty Council
• Subgroup: Enterprise Laboratory Medicine Supply Chain Leadership Team
(LMSLT)
• Surgery
• Specialty Council Support: Enterprise Surgical and Procedural Committee
• Subgroup: Surgical/Supply Chain Sub-Committee
• Radiology
• Specialty Council Support: Enterprise Radiology Specialty Council
• Subgroup: Enterprise Radiology Equipment Supplies & Contracts
Subcommittee (ESCS)
• CV
• Specialty Council Support: CV Specialty Council
• Subgroup: Enterprise CV Supply and Equipment Subcommittee
• GI
• Specialty Council Support: GI Specialty Council
• Subgroup: Enterprise GI Supply and Technology Team (GISTT)
©2012 MFMER | slide-19
Specialty Council Support
Enterprise Supply Dashboard (Sample)
Specialty Department A
Comparison of Supply Indicators by Site
Year-To-Date 2013
Dollars reported in millions
March 2013
Minnesota
YTD '12
YTD '13
Florida
% Diff
YTD '12
YTD '13
Arizona
% Diff
YTD '12
YTD '13
MCHS - NW WI
% Diff
YTD '12
YTD '13
% Diff
NET OPERATING INCOME
47.35
49.92
5%
9.65
11.58
20%
14.05
13.76
-2%
13.25
11.14
-16%
SUPPLY EXPENSE $
Medical Supplies (disposables)
Non-Medical Supplies**
Procurement Adjustments
4.66
0.55
(0.03)
4.98
0.47
0.02
7%
-15%
-150%
2.82
0.07
(0.00)
2.39
0.14
0.00
-15%
110%
-106%
1.76
0.26
-
1.65
0.15
-
-7%
-43%
0%
1.40
0.06
-
1.56
0.19
-
12%
251%
0%
1.80
-11%
1.76
21%
0.11
-15%
0.02
0.17
960%
11%
19%
Supply Expense
$
**Minor Equip & Repairs (6113)
(part of non-med supplies)
5.18
$
0.39
EXPENSE (Efficiency) INDICATORS
Med Supply Exp/GMSR
Med Supply Exp/NMSR
Med Suppy Exp/ Tech RVU
Equip Support/Tech RVU
5.47
6%
0.31
-19%
$
2.88
$
0.02
2.53
-12%
0.11
497%
$
2.03
$
0.13
$
1.46
$
2.5%
3.9%
$5.40
$2.65
2.6%
4.0%
$5.92
$3.02
4%
2%
10%
14%
4.2%
9.1%
$7.37
$2.94
3.5%
7.3%
$6.36
$3.20
-17%
-20%
-14%
9%
2.9%
5.3%
$6.11
$3.75
2.9%
5.0%
$6.10
$4.38
0%
-5%
0%
17%
2.7%
5.1%
N/A
N/A
3.0%
6.1%
N/A
N/A
CONTRACTING INDICATORS
Contract Utilization *
73.0%
76.2%
3.2%
77.5%
74.1%
-3.4%
67.2%
77.6%
10.4%
77.4%
73.4%
-4.0%
EQUIPMENT SUPPORT
Equipment Purch Maint
Equipment Rental Expense
Outsourcing Fees
Equipment Repairs
Other Purch Services
$
1.31
0.26
0.04
0.29
$
1.47
0.15
0.07
0.53
12%
0%
-40%
66%
80%
$
0.79
0.00
0.00
0.31
$
0.91
0.02
0.01
0.15
14%
0%
1775%
163%
-51%
$
0.74
0.03
0.10
0.09
$
0.81
0.02
0.05
0.19
8%
0%
-10%
-47%
116%
$
0.46
0.37
0.16
0.92
$
0.67
0.30
0.03
1.00
47%
0%
-20%
-82%
8%
Purchased Services Expense
$
1.91
$
2.23
17%
$
1.11
$
1.09
-2%
$
0.96
$
1.08
13%
$
1.92
$
2.00
4%
$
0.39
2.29
$
0.31
2.54
-19%
11%
$
0.02
1.13
$
0.11
1.20
497%
7%
$
0.13
1.08
$
0.11
1.18
-15%
9%
$
0.02
1.93
$
0.17
2.17
960%
12%
Minor Equipment
Total Equipment Support
N/A
N/A
EXECUTIVE SUMMARY
Specialty Department A's supply expense through March was $11.5 million. This was an increase of $7k or 0% over last year.
©2012 MFMER | slide-20
Specialty Council Support – Work Plan
• SCMPC coordinates regular updates of projects
by Specialty.
• Work Plan includes:
• Initiative Name
• Status
• Impacted Sites
• Primary Department
• Initiative Type (contracting, utilization, etc.)
• Key Contacts
©2012 MFMER | slide-21
Managing to Reimbursement Examples
©2012 MFMER | slide-22
MTR
©2012 MFMER | slide-23
Performance Consulting Services:
Metrics Development
• SCMPC provides customers with actionable
financial metrics relating to supply expense and
inventory management.
©2012 MFMER | slide-24
Collaborating on Strategy
Performance Consulting
Monitoring Stage Metrics
Dashboards / Executive
Leadership Updates
All data contained in the following exhibits is for presentation purposes only and is not an
indicator of actual financial or operational performance.
Enterprise Supply Expense
Monthly and YTD Supply Expense
$12,000,000
$140,000,000
$120,000,000
$10,000,000
$100,000,000
$80,000,000
YTD
Monthly
$8,000,000
$6,000,000
$60,000,000
$4,000,000
$40,000,000
$2,000,000
$20,000,000
$-
$0
Jan
Feb
March
April
May
June
July
Aug
Supply Expense 2010
Month
Supply
Expense 2009
YTD Supply Expense 2010
YTD Supply Expense 2009
• Compares monthly and year
to date supply expense on a
year to year basis
Sept
Oct
Nov
Dec
2010 Plan
• Used to identify significant
changes in supply expense
requiring more detailed
investigation
Supply Expense Per Volume
Supply Expense Comparison Chart
Supply Expense per Volume
% Supply Expense per Net Revenue Plan
% Supply Expense per Net Revenue
$6
25%
$6
20%
$5
$5
15%
$5
$5
10%
$5
$4
5%
% Supply Expense per Net Revenue
Supply Expense per Billable Volume
$6
$4
$4
0%
Dec-09
Jan-10
Feb-10 Mar-10
Apr-10 May-10 Jun-10
• Looks at supply expense per
volume or as a percentage of
revenue
Jul-10
Aug-10 Sep-10 Oct-10
Nov-10
Dec-10
• Used to determine if supply
expense is in proportion to
volume and/or revenue
Supplies as a % of Controllable Spending
Supplies Expense as % of Direct Expense
30%
25%
20%
15%
10%
5%
0%
Jan
Feb
Mar
2009 Month
Apr
May
Jun
2010 Month
• Looks at percentage of direct
expense made up by supply
expense
Jul
Aug
2009 YTD
Sep
Oct
Nov
Dec
2010 YTD
• Used to identify significant
changes in direct expense due
to supplies
Supplies and Services by Category
SUPPLIES AND SERVICES EXPENSES (in millions)
As of December 31, 2010
YTD Dec 2009 YTD Dec 2010
Change
% Change
(2010 - 2009) (2010 - 2009)
$
$
$
$
$
336.3
79.9
32.1
26.3
474.7
$
$
$
$
$
322.8
90.8
35.5
29.2
478.3
$
$
$
$
$
(13)
11
3
3
3.5
-4%
14%
10%
11%
1%
Contracted / Purchased Services
Maintenance Contracts
Contract Labor
Insurance
Sub Total
$
$
$
$
$
77.8
38.6
29.1
22.6
168.1
$
$
$
$
$
77.8
40.9
33.0
29.1
180.8
$
$
$
$
$
(0)
2
4
7
12.7
0%
6%
13%
29%
8%
Supplies and Services Total
$
642.8
$
659.1
$
16.3
2.5%
Line SUPPLIES
1
2
3
4
Medical & Department Supplies
Implants and Prostheses
Organ Procurement Costs
Minor Equipment
Sub Total
SERVICES
5
6
7
8
Performance Consulting
Drill Down Metrics
Departmental / Operating
Unit Updates
All data contained in the following exhibits is for presentation purposes only and is not an
indicator of actual financial or operational performance.
Supply Expense by Department
Pharmacy
22%
DOM
10%
Other
27%
Radiology
5%
Surgery
18%
Lab
18%
SCMPC supports the Department of Medicine, Radiology, Surgery and Lab across
the three sites, which comprises 51% of patient care supply expense
Departmental Trending
Supply Expense by Department
Department
YTD 2009
YTD 2010
$ Chg
% Chg
Lab
$20.0
$22.0
$2.0
10.0%
Surgery
$16.0
$17.0
$1.0
6.3%
Dept of Medicine
$7.0
$8.0
$1.0
14.3%
Radiology
$5.0
$5.0
$0.0
0.0%
$48.0
$52.0
$4.0
8.3%
Total Patient Care Supplies
Other Relevant Supply Ratios
− Net Medical Service Revenue (NMSR)
− Patient Care Supplies as a % of NMSR
− Gross Medical Service Revenue (GMSR)
− Patient Care Supplies as a % of GMSR
− Total Operating Expense (TOE)
− Patient Cares Supplies as a % of TOE
Performance Consulting
Operational Metrics
Opportunity Analysis
All data contained in the following exhibits is for presentation purposes only and is not an
indicator of actual financial or operational performance.
Item number Utilization and
Contract Compliance
Item Number Utilization and Contract Coverage
120%
100%
83%
80%
69%
84%
75%
92% 92% 94% 95% 94%
87%
86%
83%
82% 84%
100%
90% 92%
82%
60%
43%
30%
Mar-10
40%
36%
27% 27%
Jan-10
40%
20%
% of $s with Mayo Item Nbrs
Dec-10
Nov-10
Oct-10
Sep-10
Aug-10
Jul-10
Jun-10
May-10
Apr-10
Feb-10
0%
% of $ on Contract
• Used to identify contracting
• Looks at percentage of supply
opportunities
dollars tied to a contract or using
a Mayo item number
Contract Compliance by Vendor
Top Ten Vendor Spend
Vendor
Dec 2010
Mayo Contract
Yes
No
Total
VENDOR 1
$
114,473
$
11,067
$
125,540
VENDOR 2
$
55,943
$
21,623
$
77,565
VENDOR 3
$
68,288
$
4,614
$
72,902
VENDOR 4
$
41,655
$
-
$
41,655
VENDOR 5
$
40,034
$
280
$
40,314
VENDOR 6
$
26,139
$
2,055
$
28,194
$
12,606
$
12,606
$
8,436
VENDOR 7
VENDOR 8
$
8,436
VENDOR 9
$
4,670
$
4,670
VENDOR 10
$
4,439
$
140
$
4,579
Grand Total
$
359,406
$
57,055
$
416,461
• Shows vendor spend on and off contract
• Used to identify potential contract compliance issues
Physician Variation/Standardization
Case Cost Analysis
• Identify standardization opportunities between
physicians, procedures, and sites
• Efficiencies in case costs and item utilization
• Benchmark against other Mayo sites
All data contained above is for presentation purposes only and is not an indicator of actual performance.
Physician Variation/ Standardization
Item Expense Analysis
• Identify deviations between physicians
• Support compliance with existing contracts
• Actionable items for practice / physicians
All data contained above is for presentation purposes only and is not an indicator of actual performance.
Example of Customer Opportunity Analysis
(Reprocessing)
All data contained above is for presentation purposes only and is not an indicator of actual performance.
Performance Consulting Services:
Analytical Support
Customized Solutions and Tools for:
•
Inventory Policies, Procedures, & Controls
•
Process Flows
•
Customer New Product and Technology Committees
•
Application of Economic Order Quantity (EOQ)
•
Lease vs. Buy Analysis
•
Opportunity Analysis for Supplies & Services (i.e. Reprocessing,
Sequestering, Service Agreements Analysis)
•
Vendor Managed Inventory & Sequestering
•
Product Management (i.e. product utilization and standardization)
Tool Development Principles
• Reusable – build once, use multiple times
• Automated – minimize manual effort
• Targeted – built to serve a specific purpose
• Simple – maximize clarity and ease of use
• Actionable – provides direction, not just
information
• Standard – propagate enterprise wide
©2012 MFMER | slide-41
Performance Consulting Toolbox
Expense Management
Supply/Service Data Mining & Analysis
• Expense Target Support Model
• AP Database
• Department Dashboard
• Office Supplies Database
• Lab Expense Reduction Resources
• Supply Chain Analytics Tools
Budgeting and Forecasting
Standardization/Utilization of Supplies
• Top Level Executive Reporting Package
• “Best Value” Product Matrix
• Where’s the Money?
• Supply & Equipment Redistribution Website
• Supplies and Services Budget Impact
Forecast Model
• Contract Optimization Summary
• SCM Staffing Level Analysis
Internal Controls
• SCM Expense Forecast Model
• Segregation of Duties Matrix
• Value/Initiative Tracking
• Inventory Reserve
Inventory Optimization
• Velocity Evaluation Tool (iVET)
• Stocking Level Optimization Tool (iSLOT)
©2012 MFMER | slide-42
Operational Support –
Inventory Management
• SCMPC has developed and continues to develop a variety
of tools to assist their customers with successful inventory
management in order to reduce and avoid:
• Excess inventory
• Increased carrying costs
• Insufficient inventory/stock outs
• Obsolete inventory
• Wasted inventory
• Inaccurate supply on hand
• Inventory adjustments
Operational Support –
Inventory Management
• SCMPC tools for successful inventory management
include, but are not limited to:
• Use of available inventory systems – manual or automated
• Development of inventory management policies and procedures
• Inventory analysis including optimal inventory level setting via
use of the Economic Re-order quantity (EOQ) technique
• Metric to control and maintain optimal levels
Inventory Metrics
• Compares inventory
value over time
Inventory Value in Millions
$4.5
$4.0
$3.9
$3.5
$3.5
$3.2
Inventory Value
$3.0
$2.8
$3.0
$2.7
$2.5
• Increasing trends may
indicate excess
inventory or inventory
with no usage
• Decreasing trends may
indicate improved
inventory turns
$2.0
$1.5
$1.0
$0.5
$Jul-10
Aug-10
Sep-10
Oct-10
Month
Nov-10
Dec-10
Inventory Metrics
Inv e ntory Value (In M illions of $)
$5.0
$4.0
$3.0
$2.0
$1.0
$Jul-10
Aug-10
Sep-10
Owned
Oct-10
Nov-10
Dec-10
Cons igned
• Compares inventory value of
owned and consigned
products over time
• Used to monitor proper
mix of inventory types
Inventory Metrics
Inventory Turn Rate
9
8.8
8.6
Turns
8.5
8.3
8
• Higher inventory turns are
usually preferred
7.8
7.5
• Inventory turnover rate
compares amount of
inventory on hand with
amount used
7.6
7.5
• Decreasing trends should
be investigated
7
6.5
Jul-10
Aug-10
Sep-10
Oct-10
Month
Nov-10
Dec-10
Inventory Metrics
Inventory Value with No Average Usage
(In Thousands)
• Shows stagnant
inventory
$900
$800
$780
$727
Inventory Value
$700
$600
$500
$434
$384
$400
$306
$300
$228
$200
$100
$Jul-10
Aug-10
Sep-10
Oct-10
Month
Nov-10
Dec-10
• Used to identify
opportunities to
remove unused
inventory
Performance Consulting Services:
Project Management
Customer Driven
•
•
•
•
•
•
•
•
•
•
•
Capital Budgeting / Coordination
Specials Reduction & Conversions
Reprocessing
Savings & Standardization Opportunities
Enterprise coordination
Waste reduction opportunities
Inventory management opportunities
Equipment lease vs. buy analysis
Service agreement analysis and consultation
Sequestering reagents
New Technology Installation Efforts
Performance Consulting Services:
Project Management
Supply Chain Driven
•
•
•
•
•
•
Product Categorization
Par-Ex implementation / optimization
Value stream mapping – Contract cradle to grave
Customer focused contract compliance
Product usage analysis
Custom initiatives (i.e. freight, moving analysis, etc.)
Project Management:
The Supply Chain Analytics Project
Goal:
Organize and structure supply data to allow
management access, understanding and action.
Consolidate data from multiple sources to
optimize data management and reporting.
Provide timely and actionable information to
those who can best manage supplies and
services expenses.
The Supply Chain Analytics Project
• Phase I
• Design architecture, build infrastructure, and
integrate data into the Enterprise Data Trust (EDT)
• Phase II
• Deliver solutions based on that infrastructure
Areas of Focus:
1. Performance Consulting/Departmental Reporting
 Financial statements drill-down; Analytic tools; Surgical
procedural reporting
2. Category Management
 Contracting; formulary reporting; pharmacy reporting;
Biomed engineering/Facilities; IT asset management
3. Supply Chain Operations
 Integration of inventory data
Impact of Financial Statements Drill
Reports
• Increased access to supply data through multiple
financial statement access points to expand analysis
potential
• Drill capability from summarized transactions in financial
statements accesses integrated supply chain and
accounting data without running separate reports
• Detail reports are available for viewing on demand
generating significant time savings compared to running
separate reports
• Reports provide detailed and actionable supplies and
purchased services expense information to end users
Performance Consulting Analytics Tool
Supply and Purchased
Services Overview:
•
•
GPCR & NMSR Ratios
Monthly Trending
Links to Additional
Detail:
•
•
Variance Analysis
Targeted Summary and
Detail Reports (ex: Spend
by Category)
Supply Variance Analysis Summary
Price, Volume, and
Item/Technology
Changes by account
Spend without
purchase orders
Journal Entry
transactions
Ability to
drill to
additional
detail