![]() The alignment between the Triple Aim, Quadruple Aim, and CQO frameworks encourages collaboration between clinicians and supply chain organizations to promote a clinically integrated supply chain beyond the traditional approach as defined by value analysis. Healthcare leaders use CQO to support multidisciplinary collaboration and organizationwide acceptance to achieve goals by improving quality and outcomes while decreasing costs (O’Connor, 2018). “CQO looks at the intersection of, and the relationship between, all costs associated with caring for individuals and communities, care aimed at achieving the best possible health and the financial results driven by exceptional patient outcomes” (Donatelli, 2019). In 2013, the Association for Health Care Resources & Materials Management (AHRMM) socialized the Cost, Quality, Outcomes (CQO) framework. Bodenheimer and Sinsky (2014) asserted there was no path to higher patient satisfaction, improving outcomes, and decreasing costs without an initial focus on clinicians themselves. As such, a fourth aim focusing on provider and staff satisfaction was proposed. In 2014, Bodenheimer and Sinsky declared provider and staff satisfaction as a prerequisite for attainment of optimum Triple Aim outcomes. The Quadruple Aim and Cost, Quality, Outcomes frameworksīefore the Quadruple Aim, and still today, healthcare organizations focused on achieving the Triple Aim, which at its core emphasizes improving the lives of patients cared for within the healthcare setting (Feeley, 2017). This paper will also contend that an “invisible” healthcare supply chain represents a high-functioning, efficient supply chain as clinician needs are being met, resulting in quality care administration among other areas of impact. ![]() The intent of this paper is to begin filling the void in the literature as to the importance of the clinician and supply chain relationship and its impact on achievement of the Quadruple Aim, and to make recommendations for alignment between frontline clinicians and the supply chain. Undoubtedly, without intentional and purposeful focus on the relationship between supply chain and clinicians, a gap exists between two of the most critical departments in the healthcare organization. Harvey, Smith, and Curlin (2017) described how surgeon engagement could reduce operative cost, and Young, Nyaga, and Zepeda (2016) demonstrated a positive association between hospital physician employment and supply chain performance. With intentional focus, researchers proved that collaboration between supply chain and clinical communities-defined as clinical-led, health system-wide, interdisciplinary communities focused on patient safety and quality improvement-realized significant cost savings for the health system (Ishii et al., 2017). These findings emphasize the scarcity of literature related to the perceived interdependency of clinicians, specifically frontline clinicians, and supply chain. Since the evolution of the Triple Aim to the Quadruple Aim, clinicians and supply chain team members more than ever need a functioning, efficient, and ongoing relationship.Ī literature search using the keywords “supply chain,” along with “nursing,” “physician,” or “clinician,” yielded few results focused on the interdependency of these two categories. “To achieve desired outcomes for patients, organizations, and those providing care, effective coordination among care providers is essential,” according to Havens, Gittell, & Vasey (2018). The Quadruple Aim-which consists of enhancing patient experience, improving outcomes, reducing costs, and improving the work life of staff (Bodenheimer & Sinsky, 2014)-is a pivotal underpinning of a highly effective healthcare system. By Daria Byrne, EdD, MSN, RN Li Ern Chen, MD, MSCS and Steve KiewietĪn immense opportunity presents itself between supply chain and frontline clinical providers in order to support healthcare organizations in their quest to achieve the Quadruple Aim.
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