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Facility

All participating hospitals benchmark their supply chain performance on both inpatient and outpatient services. Benchmarking occurs twice a year, beginning with the first half of 2007. Like similar supply chain benchmarking tools, SCMetrix™ provides financial metric comparisons on supply expense by various adjustments factors as well as related financial comparisons on revenue and operating expenses.


Facility Metrics - Financial Results

Supply Expense
  • Total Supply Expense as a % of Total Net Patient Revenue
  • Total Supply Expense as a % of Total Operating Expense
  • Total Supply Expense per Adjusted Patient Day
  • Total Supply Expense per Adjusted Discharge
  • CMI Weighted Supply Expense per Adjusted Discharge
    • Revenue
  • Total Net Patient Revenue per Adjusted Discharges
  • Net Inpatient Revenue per Inpatient Discharges
  • Net Inpatient Revenue per Facility Inpatient Days
  • Outpatient Revenue per Total Outpatient Visits
  • Outpatient Revenue as a % of Total Patient Revenue
    • Operating Expenses
  • Total Purchased Services as a % of Total Operating Expense
  • Total Non-Labor Expense as a % of Total Operating Expense


    • To provide a more comprehensive evaluation of the components of supply expense, SCMetrix™ facility level analysis examines departmental and service line supply metrics that are adjusted by the appropriate inpatient and outpatient volume indicators such as cases and procedures. Included in the SCMetrix™ facility level benchmarking tool are the following departments and service lines:


  • Inpatient Surgical
    		•
  • Outpatient Surgical
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  • Pharmacy
    		•
  • Emergency
    		•
  • Cardiac
    		•
  • Outpatient Services
    		•
  • Orthopedics
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  • Diagnostic Radiology
    		•
  • Obstetrics
    		•
  • Dietary Products
    		•
  • Oncology
    		•
  • Linen Service
    		•
  • Clinical Laboratory
    		•

    Recognizing the importance of the clinical supply chain in driving substantial performance improvement,SCMetrix™ collects operational indicators on utilization, compliance, data accuracy, and standardization. Organizational factors such as ownership model, geographical region, hospital type, and level of trauma center can be used to identify if these organizational factors impact supply expense. As not all supply chains are the same; supply chain structures are not the same. Not only can the FTEs dedicated to supply chain activities differ by hospitals, but so can other infrastructure such as the scope and responsibilities of the supply chain, the formalization of supply chain polices, the degree of centralized decision making, and the influence of system and network supply chain centralization.

    To provide the health care industry with valid and reliable comparisons of supply chain structure, practices, and capabilities, SCMetrix™ requires that both a supply chain professional and clinical/department manager provide survey responses to perceptual measures of the degree of implementation and effectiveness of different supply chain practices and capabilities.


    Compared to other industries, health care supply chain services are delivered through a network of trading partner relationships including GPOs, Distributors, Manufacturers, and Exchanges. Perceptual measures of a trading partner's relationship, delivery, and transformation competencies are evaluated by a supply chain professional at the facility level.