Mayo Clinic tops healthcare supply chain ranking
The Mayo Clinic has taken the top spot on the Gartner, Inc. annual Healthcare Supply Chain Top 25 ranking. The 2015 ranking recognises companies across the healthcare value chain that demonstrate leadership in improving patient care and lowering costs.
"Alignment to patient outcomes, company strategy and future revenue models in healthcare are the key themes for 2015," said Eric O'Daffer, research vice president at Gartner. "We see innovation coming from mature supply chains that have stable organisations and strong talent. These organisations are most ready to successfully lead in consolidation and collaboration initiatives that will advance the healthcare value chain."
Mayo Clinic took the top spot after three years in second place – its supply chain continues to be a model of steady improvement for the $9.8 billion healthcare provider across 22 hospitals and associated care sites in five states. Mayo focuses on the strategic alignment of supply chain with the cost and quality of patient care through its one-year and five-year rolling strategic plan refresh process. The company has deep partnerships with strategic suppliers/service providers, and Gartner anticipates that Mayo will continue to build supply chain capabilities and innovate for years to come.
Cardinal Health dropped to the second spot after a four-year run in first place. As a pharmaceutical wholesaler, medical-surgical distributor, solution provider and technology company, Cardinal touches almost everyone in the healthcare value chain at some point. Cardinal continues to build on collaborative solutions with healthcare providers, retailers and manufacturers, as well as quickening the pace on acquisitions. Connecting the end-to-end supply chain with more owned manufacturing capabilities keeps Cardinal on the innovation frontier.
Intermountain Healthcare retained the third ranking for 2015 during a year of progress and change. Intermountain is a leader in organisational understanding that investing in supply chain people, process and technology across all non-labour spend contributes to the balance of patient care, cost and profitability.
"The Healthcare Supply Chain Top 25 for 2015 reflects the progress leaders have made in laying the foundation for future success," said Mr O'Daffer. "Supply chain leaders are educating their teams, trading partners and company leadership on the value of supply chain to improve service, lower costs, and enable growth and sustainable profits."
More detailed analysis is available in the report The Healthcare Supply Chain Top 25 for 2015. Additional analysis on the Healthcare Supply Chain Top 25 is also available in the complimentary Gartner webinar Gartner Healthcare Supply Chain Top 25 for 2015.
Pandora and IBM digitise jewellery supply chain
Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery.
The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales.
A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.
Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs.
Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption.
"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added.
Pandora’s pivot to digital
The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand.
“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”
Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”.