2017 Provider Seat Candidate

Andria DavisAndria J. Davis, CMRP
Director, Materials Management
Onslow Memorial Hospital
Jacksonville, NC


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Describe why you are a good candidate for this leadership role.

My background in continuous process improvement, project management, lean management and diversity of work experiences has me uniquely positioned for this leadership role. I’m a certified project manager and utilize those tools and techniques, such as understand inputs and outputs, work breakdown structures, communication plans and flow processes, in my every day work.

Prior to healthcare, I worked for the Department of Defense in a contractor role providing logistics management and operation support to the Armed Services Information Technology branches. I led teams in designing, building and implementing new services, equipment and training sites on multiple bases.

My DoD background included implementing projects where the entire team telecommuted from different areas of the country as well as providing coordination from a distance on day-to-day operations. In my current role in healthcare, I lead the supply chain to include contract negotiation and value analysis. While the DoD and healthcare are two very different industries, the same core skills are needed to navigate and excel in those roles: communication, responsiveness, trust, flexibility perspective and cohesiveness of the team.

I work diligently in building relationships within the supply chain, with other departments and with other healthcare facilities. Sharing ideas, information, and methodologies only help improve the services we provide to the clinical staff and patients. I truly believe and emphasize to the supply chain team daily that obtaining a clinician, staff member, provider’s perspective on a proposed service, product or change in process is paramount in a successful transition. Without their input or opinion, any process improvement will have a limited chance of success along with breaking trust in the supply chain for future projects. When implementing new products or services, we bring all stakeholders to the table from the beginning. We get feedback, thoughts, concerns, ideas and any data needed.

The true success of the supply chain team is having the ability to not only look at an issue as a “process issue” but be able to educate and communicate that to the clinicians. That skill set helps set not only me apart but the team as a whole. I also utilize clinician feedback on setting goals, developing process improvement projects as well as the hiring of supply chain team members. Having a “customer” at the table when deciding who to hire, has been truly impactful on our organization as a whole.

Describe where you see healthcare evolving, and what you see supply chain’s role being in those future models.

Healthcare is inherently different from every other industry. It’s a business that has to provide services or goods to customers who have more knowledge, experience and higher expectations than ever before. Healthcare is also one of those rare businesses where everyone from clinical to support services is in the business of helping people. Healthcare is changing daily in every aspect; clinically and financially. Quality over quantity, and service over volume. Changes in technology have to be met quickly and efficiently. As the healthcare industry moves down this path, and meets these changing expectations, the demands on organizations will only become more difficult and harder to meet.

The supply chain will have a pivotal role moving forward in any model designed to meet those changes. While saving dollars on commodities will always be important, healthcare facilities need more than just dollars. We need efficiency improvements in day-to-day operations, streamlined processes, a reduction in waste and out-of-the box thinking of opportunities for expanding services. The supply chain are the experts in logistics and process improvement. We do all of those things in our daily operations today. The supply chain finds solutions for clinical protocols and services, supports every department within an organization, are experts in logistics and are resources for ideas and suggestions in waste reducing products and processes. Moving forward, that expertise should be utilized for larger scale thinking, continuous process improvement and finding and implementing standardization to reduce waste. Everything the supply chain touches now affects the bottom-line.

As models change in the future, the improvement in the bottom-line will only become harder to obtain and even minor improvements in or by the supply chain will have a direct impact to the overall financial health of the organization.

How will your leadership and vision strengthen AHRMM?

AHRMM’s mission to advance the healthcare supply chain through education, leadership and advocacy allows supply chain individuals to grow and evolve in the ever-changing environment. Using the strategy map is a great pathway for all of healthcare supply chain to follow to obtain optimal results.

I challenge myself and my team daily to align reducing costs, improving quality and promoting positive outcomes to our organizations goal of improving quality of care, enhancing the patient experience and reducing cost. If the supply chain can remain aligned with our organization and healthcare industry as a whole, our patients, organizations, and communities will be healthier.


Total number of years as AHRMM Member: 4 years
Years in healthcare: 4
Years worked in the healthcare supply chain profession: 4
Years worked in current position: 4
Number of direct reports: 6
Number of employees in your department: 29
Type of Organization you are employed by: Hospital/Medical Center

Describe your current position and responsibilities:

Director, Materials Management. Departments include: Purchasing, Shipping/Receiving, Property Control, Storeroom, Central Sterile Supply (CSS), Linen, Print Shop/Mail Room, Courier and Value Analysis.


List service to local chapter and to AHRMM national, including all committee/task force involvement, and whether you served as a member or as chair, within the past 5 years.

  • AHRMM member since 2013
  • NCAHRMM member since 2015

List Annual Conferences, Leadership Training Conferences, and Thought Leader Summits attended, including dates and locations, within the past 5 years:

  • MedAssets – Healthcare Leadership Training & Certificate Course – May 2013 – Plano, TX
  • AHRMM14 – August 2014 - Orlando, FL
  • MedAssets HBS – April 2014 – Las Vegas, NV
  • MedAssets BATF – November 2014 – Dallas, TX
  • MedAssets HBS – April 2015 – Las Vegas, NV
  • AHRMM15 – August 2015 - Indianapolis, IN
  • MedAssets BATF – November 2015 – Dallas, TX
  • MedAssets HBS – April 2016 – Las Vegas, NV
  • AHRMM16 – July/August 2016 - San Diego, CA

Service to professional associations or community organizations to which you belong, including all committees, whether you served as a member or as chair, the year(s) of service, any elected offices held and the year(s) held:

  • Project Management Institute (PMI) – Metrolina Chapter – member since 2014
  • Chair – PMI - Jacksonville, NC Community of Metrolina – November 2014 – December 2016
  • Onslow County Civic Affairs Committee – member since 2015
  • Communications Team – Onslow Memorial Hospital – member since 2014
  • Chair – Communications Committee – Onslow Memorial Hospital – August 2016 – present