case studies
CASE STUDY 1
Hospital Profile: A fifteen hospital system based in the Southwest.
Problem: The hospital system is spending $3.2M a year with their current 3PL. The contract is up for renewal but the 3PL is inflexible and unwilling to match higher discounts offered by competitors.
Challenge: The client does not have the time, resources, or knowledge to locate savings opportunities and negotiate higher discounts.
Solution: Put the 3PL business to bid inviting three other competitors to process. The client provided DCI with their 3PL contract, a detailed shipment sample, and their small parcel carrier spend. DCI prepared the request for proposal, reviewed/compared the bids, and assisted the client in finalizing a new agreement.
Result: Client elected to convert to a new 3PL which resulted in an annual savings of $500,000+.
CASE STUDY 2
Hospital Profile: A ten hospital system based in the Northeast.
Problem: The client spends $2.5M a year in courier services with a combination of an internally managed operation and to several loosely contracted outside couriers.
Challenge: Expand the internal operation or outsource to a professional courier service to reduce the cost and improve service significantly.
Solution: DCI conducts an in-depth service and cost analysis of both operations and concludes that the in-house operation is inefficient and more costly. Management agrees and business is put to bid, DCI assists in negotiating significantly lower pricing and improved overall service with an outside professional courier.
Result: Annual savings in excess of $350,000+ a year for courier services.
CASE STUDY 3
Hospital Profile: A leading research hospital aimed at providing cures for terminal childhood diseases. The hospital operates as both a caregiving and research facility.
Problem: The client had separate groups performing inventory functions autonomously with no common vision, cohesiveness, or consensus on common supply chain planning/execution.
Challenge: They wanted to focus on reducing the total cost of ownership for incoming inventories, increase the consistency of inventory planning and management and centralize the organization to optimize inventory performance.
Solution: DCI focused on establishing key performance indicators (KPIs) to assure a high level of satisfaction at the caregiver and fund-raiser levels while simultaneously strengthening supply chain authority. In addition, DCI conducted an accelerated solutions workshop across $250M of spend to facilitate organization design, process design, and technology improvements to increase inventory planning and execution performance. This exercise led to additional improvements in inventory planning and procurement.
Result: A vastly improved centralized inventory management system from an operations and technology perspective; 100% user satisfaction and no lapse in inventory.