Due to its broad product coverage and use by multiple areas and physicians, the peripheral vascular (PV) segment touches nearly every hospital supply chain. Most health systems have historically relied on the pricing the GPOs negotiate for peripheral vascular products, but now there are other options.
By providing strong categorization, the Generic Implant Classification (GIC©) system makes it easier for sourcing departments to compare product families on their own and engage the appropriate physicians to help drive costs down. Supply chain leadership and individuals working on specific projects can separate out various items they purchase and view apples-to-apples comparisons.
The Curvo GIC system is known for its thorough, multi-dimensional approach to clinical product categorization. Unlike other classification systems, GIC presents a way of categorizing very complex and challenging groups of supplies. In addition to the recent expansion from 40 to 90 Curvo categories, GIC classification enables unmatched granularity when it comes to clinical data enrichment.
This blog covers some typical questions that come up about new peripheral vascular classifications, along with answers that will delight healthcare sourcing teams everywhere.
The additions are exclusively related to peripheral vascular supplies and devices. Devices for atherectomy, stents, grafts and stent-grafts as well as access devices, medication delivery systems and instrumentation specific to various systems are included.
Many supplies and devices in this category can be used on various anatomic systems, while products can also be separated by system and by intended use. For example, a carotid artery stent is different from an aortic endovascular stent. GIC makes the differences manageable.
A - PV products include surgical supplies, endovascular supplies, medication delivery systems, imaging systems and disposables specific to the various systems involved. In all, about 75,000 items were categorized into 10 GICs. Major players in this space include: Medtronic, Abbott, Boston Scientific and WL Gore & Associates, as well as another 250+ companies in various capacities.
Better engagement with clinicians - Now sourcing teams can connect with the appropriate physicians in a way that reflects how clinicians see and utilize the many subcategories of products within this space. Allowing category comparisons like Laser Atherectomy to Laser Atherectomy and Mechanical to Mechanical encourages trust and alignment between sourcing teams and physicians.
Like other GICs, the peripheral vascular categories enhance the productivity of the staff using them. Duplicate work can be avoided, with analysts utilizing the GIC system, as opposed to recreating something each time.
By allowing supply chain departments to compare suppliers more accurately, clinicians can quickly engage in discussions about the best products for their needs. This means fewer meetings and less time spent decoding complex pricing structures negotiated by GPOs. Sourcing teams can shift their focus to other savings opportunities more rapidly. In essence, a streamlined categorization process means that organizations can identify and act on cost-saving measures more quickly.
When supply chains are challenged to find a certain amount of savings or reduce costs by a certain percentage, the new GICs give analysts more places to look. While some categories like orthopedics can see big savings in just one contract, with PV items, the outcome is often many small wins that add up to big savings. Data may reveal that a $45 item can be swapped out for a $20 product. That's where hospitals can get more bang for their buck and see real ROI for their data investment.
This is key. Sourcing always wants to make sure their content matches the physicians they're talking to, because they may only get one shot with them. With GIC classifications, clinicians can see real data on the products they actually use or could use.
The integration of new peripheral vascular classifications into the healthcare supply chain can significantly enhance standardization within clinical environments. By utilizing categorization to standardize products — for instance, in sourcing events or preference cards — healthcare facilities can reduce variations, conflicts and costs in the operating room.
Standardization helps ensure that clinicians and supply chain professionals are on the same page, which greatly enhances both employee satisfaction and operational efficiency. By fostering a collaborative atmosphere between these two groups, healthcare supply chains not only maximize resource utilization, but also create a more harmonious work environment.
A vital aspect of successful standardization is communication and collaboration among stakeholders. Supply chain professionals, clinical staff and executive sponsors should engage regularly through structured meetings. This interaction helps bridge gaps, ensuring supply chain strategies align closely with clinical needs. When these conversations occur, it's easier for middle management — who are often tasked with implementing these strategies — to execute standardized processes without confusion or redundancy.
Lastly, when healthcare supply chains adopt a thorough, robust classification process, they instill confidence in their operations and results. This level of diligence supports a collaborative atmosphere where efficiencies accumulate, ultimately leading to significant cost savings and improved clinical outcomes. In this way, new peripheral vascular classifications offer healthcare supply chains a pathway to a higher degree of standardization and operational excellence.
The new GICs were developed following a thorough, iterative evaluation process. Initially, the GICs were reviewed by the clinical analytics lead, followed by detailed discussions with a diverse team of data operations personnel, customer success managers and nurses, who provided insights based on their hands-on experience. The company’s CEO also played a significant role in the refinement process.
The team collaborated closely, refining the GICs until they reached a consensus on the adequacy of the peripheral vascular classifications. This approach ensured that the GICs were evaluated from both clinical and data perspectives, enhancing their overall reliability and specificity.
The entire process took approximately six to seven weeks, as the team iteratively refined the data to improve its accuracy and relevance. This rigorous evaluation not only ensured that the GICs were comprehensive and well-defined, but also facilitated a strong alignment between clinical needs and data integrity. Since this methodology is reviewed from both clinical and supply chain perspectives, stakeholders can assure themselves that decisions are well-informed and not made in isolation.
A - The newest GICs will be available in both the Curvo Lookup tool and Curvo Platform, where classifications are automatically applied to clinical products and medical devices for easier filtering and comparison. Reach out if you’d like to learn more.
Nancy Stimson, Michael Johnson and Paul Pruett contributed their expertise and experience to the answers covered in this blog.
Nancy Stimson is a performance-driven healthcare IT consultant with over 35 years of experience in clinical nursing, leadership, and organizational development. Having spent decades on the front lines as an OR nurse, she now dedicates her expertise to validating and enriching Curvo data. Her background in process improvement and change management makes her an invaluable asset in bringing innovation to the healthcare supply chain.
Michael Johnson is a proactive Customer Success Manager focused on solutions and process optimization in the healthcare sector. With extensive experience in hospital and healthcare operations, he is committed to maximizing efficiency through innovative ideas and automation. His skill set includes a solid background in data and healthcare supply chain management, enabling him to help organizations embrace change for better life balance.
Paul Pruett has nearly a decade of experience in the healthcare industry, managing a portfolio of accounts valued at $2.5M in recurring revenue. He excels in creating and implementing strategic account plans that enhance customer satisfaction and product usage. With a focus on tracking performance indicators and identifying expansion opportunities, Paul plays a critical role in capturing customer insights and providing clients with coaching on optimal software utilization.