Director of Supply Chain

Gundersen Lutheran, Inc   •  

La Crosse, WI

Industry: Healthcare

  •  

5 - 7 years

Posted 174 days ago

This job is no longer available.

trategic Relevance -- Summary

To advance its position as an innovator and leading health care system, Gundersen Lutheran Health System (GLHS) must continue to demonstrate superior outcomes, provide seamless delivery of care, and ensure competitive cost structures. It must also stay at the cutting edge of emerging technologies and new delivery models that will transform healthcare. The System must anticipate and respond effectively to evolving market and environmental trends, (e.g., shifts in payment models, value based purchasing, transparency of outcomes and information technology) that will impact the delivery of health care services.

The Director is responsible for proactively anticipating the impact of these forces and trends and developing and managing the effective response from their AOR (area-of-responsibility). The Director collaborates with others to establish and achieve GLHS’ strategic mission and goals: 1) demonstrate superior quality and safety through the eyes of patients and caregivers; 2) demonstrate superior service through the eyes of patients and colleagues; 3) attract, develop and retain a talented and engaged workforce; 4) demonstrate affordability of care; and 5) achieve programmatic growth. The Director serves as the direct link between System strategies and the management and staff of their AOR.


Position Duties and Responsibilities The Director, in the context of the medical/administrative partnership, is specifically responsible for: 1.0 Organizational Strategy and Implementation - Recognizing market trends, judging the impact on their AOR, contributing to responsive strategic plans, developing AOR operational plans, articulating these plans, and ensuring the understanding, alignment and commitment of all AOR staff.
2.0 Fiscal Management - Effectively using established processes to ensure accountability for effective operations and resource management.
3.0 Human Resource Management - Effectively using established processes to: select, align, develop, motivate, manage, and retain a team of highly skilled managers and staff.
4.0 Excellence in Service and Clinical Quality - Achieving seamless delivery of quality patient care and safety, excellence in patient experience and customer service.
5.0 Organizational Leadership - Providing leadership and accomplishing objectives by ensuring the integration of processes and initiatives while modeling collaboration.

Key Accountabilities 1.0 Organizational Strategy and Implementation 1.1 Collaborates with Vice Presidents and other Directors to study and understand external market financial, economic, and industry data, identifying market opportunities and threats. 1.2 Provides direction to AOR Managers and staff in the design and implementation of program goals and objectives. 1.3 Ensures continuous improvement by evaluating and making recommendations regarding change required, taking into account market demands, regulatory standards, and clinical practice. 1.4 Defines and establishes clear performance standards and ensures that continuous improvement forms the basis for all activities. 1.5 Collaborates to ensure that resources are prioritized, in place, and used to achieve objectives. 1.6 Collect clinical and financial data focused on cost and quality. 1.7 Designs and implements key process improvements and optimizes resources to eliminate variability in cost and quality. 2.0 Fiscal Management 2.1 Develops and manages to meet fiscal targets . 2.2 Participates in financial forecasting and planning along with other members of the management team. 2.3 Develops and presents comprehensive analysis for financial and program recommendations . 2.4 Communicates the rationale for financial decisions, ensuring a high level of understanding among management, staff and clinicians. 2.5 Evaluates for potential cost-effective change and manages the implementation of approved changes. 2.6 Through the medical or administrative partnership, ensures management, staff and physician compliance with financial decisions . 2.7 Tracks and monitors trends as it impacts the delivery of cost-effective, quality services. 3.0 Human Resource Management 3.1 Provides leadership to management and staff that offers job satisfaction, performance recognition, and stimulates innovative thinking. 3.2 Ensures that management, staff and clinicians understand their roles in accomplishing objectives. Establishes expectations for performance and holds individuals responsible for achieving them. 3.3 In collaboration with key Vice President and HR, ensures the efficacy of systems/ processes to recruit, retain, and develop a high performance team . 3.4 Ensures staff productivity by maximizing efficiency and workflow patterns as well as monitoring and controlling turnover. 3.5 Structures the integration of progressive change and conflict management. 3.6 Creates a workplace climate that ensures respect, teamwork, open communication, and professional recognition among a diverse workforce. 4.0 Excellence in Service and Clinical Quality 4.1 Develops and implements service standards to meet patient and other customer definitions of excellence. 4.2 Identifies and analyzes trends across services in customer satisfaction and patient experience, quality outcomes, and cost using data to guide change in practices. 4.3 Models and ensures that Managers and staff effectively uphold a customer service orientation to meet expectations of patients and internal and external customers. 4.4 Ensures confidentiality of patient, staff, and appropriate management data and delivers immediate and certain consequences when confidentiality is compromised. 5.0 Organizational Leadership 5.1 Promotes GHS to all constituencies by interpreting and communicating GHS? mission and values, and acting as a loyal and informed spokesperson. 5.2 Identifies opportunities and effectively manages collaboration with other departments and staff. 5.3 In the spirit of collaboration, promotes the visibility of Team/Division leadership throughout the organization. 5.4 Provides the vision and manages a positive learning environment within their AOR, collaborating with academic programs, while ensuring patient safety. 5.5 Identifies areas for self-development and actively seeks opportunities and resources to meet developmental objectives.
Key Interfaces The Director interacts primarily with the following externalinterfaces:

  • Patients
  • Families

The Director interacts secondarily with the following externalinterfaces:

  • Non-GLHS clinicians and organizations
  • Vendors/Suppliers
  • Educational and Regulatory Organizations
  • Payers
  • Charitable Organizations
  • General Public

The Director interacts primarily with the following internalinterfaces:

  • Team/Division Managers
  • Vice President
  • Clinicians
  • Other Functional Directors and Department Chairs

The Director interacts secondarily with the following internalinterfaces:

  • AOR Staff
  • Administrative Officers
  • Clinical Advisors
  • Other System Staff


Decision Making Authority & Responsibility

The Director has the authority to formulate and execute AOR vision, objectives, and strategies consistent with the System’s mission, vision and goals. This person determines which resources are needed and facilitates the acquisition of additional resources where indicated.

The Director has the authority to advocate change in AOR processes and systems to ensure optimal, cost effective health care delivery. This individual facilitates the resolution of management, clinician, and policy issues within agreed upon organizational financial and regulatory limits. The Director makes recommendations for and oversees the enforcement of policy, as well as makes recommendations for changes to AOR leadership. The person in this position coaches, monitors, and documents management performance, makes recommendations for compensation strategy and promotion, and supports the physician recruitment process for their AOR. The Director represents Gundersen Lutheran Health System and their Team/Division within the System and in the external community.


Scope of the Job Age Specific Population Served: Nonage Specific (N/A)
OSHA Category Category III - No employees in this job title have a reasonably anticipated risk of occupational exposure to blood and/or other potentially infectious materials.
Position Qualifications Education and Learning: Required Master's degree in Healthcare/Hospital Administration or Business Administration (MBA)

Considerable knowledge of patient care processes in addition to business theory, business processes, financial management, budgeting, vendor management, and program office operations.

Work Experience: Required 5-7 years of experience in healthcare leadership or supply chain. Active knowledge and involvement in patient care; demonstrated track record of leading technology development within a highly complex enterprise Desired 2 years of experience win an integrated healthcare delivery network and with healthcare group purchasing organizations Skills and Knowledge: Ability to or Knowledge of... Required Reasoning/Decision Making develop additional knowledge by attending workshops and seminars

Communication excellent oral and written communication skills

Leadership reach sound logical conclusions based on information at hand; good judgment
problem solve - evaluate, analyze, negotiate and recommend alternatives
modify style and behavioral approach to reach goal
manage conflict
legal and regulatory standards
decision-making skills
establish priorities in accordance with organizational strategic plans and management objectives while meeting deadlines

General - All Positions work cooperatively with a wide variety of people
have professional attitude in regard to motivation, cooperation, flexibility, confidentiality, ethics and personal development
effectively get ideas accepted and to guide a group or individual to accomplish a task

Computer Systems/Software/Applications operate computer