2017 Provider Seat Candidate

Stephen KiewietStephen Kiewiet, CMRP
Vice President Supply Chain Operations
BJC HealthCare
St. Louis, MO


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

I believe that my background gives me a unique perspective to the continued evolution of the healthcare supply chain field. I bring over 12 years of direct patient care experience followed by over 15 years in supply chain. My supply chain journey has covered everything from physician office/non-acute distribution to pharmaceutical sales to acute care distribution to medical device manufacturing to business development and my current role in supply chain operations with a large, nationally recognized health care delivery system. These experiences have provided me the opportunity to see the good, the bad and the ugly when it comes to the current state of the healthcare supply chain field. A passion for learning and an expansive network in other supply chain fields also gives me a great strategic view of all that is possible in healthcare.

My recent work in end-to-end supply chain visibility coupled with moving my current healthcare system from a decentralized, manual, periodic inventory system to a centralized, automated, perpetual one has produced a treasure trove of opportunities to elevate the healthcare supply chain field to the same strategic prominence that exists in other industries. The insights gained by moving from expense upon receipt to expense upon consumption have resulted in clinical and operational insights that have enabled our system to remove millions of dollars in waste and cost.

My core strengths in strategy and my passion for raising up the value of the entire field make me a great candidate for the AHRMM board. I believe that no single organization or even a grouping of organizations can drive the lasting change needed for our future success. I have a passion for every person working in our field from the entry level receiving clerk to the chief supply chain executive. I believe that they all deserve to an opportunity for a long and robust career and be given the same level of respect their peers in other fields enjoy.

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

The business model of healthcare is changing. The cost to deliver healthcare in on an unsustainable trajectory, especially when the outcomes of our expensive model cannot compete with those of other developed (and some under- developed countries). Healthcare finds itself in a place like that experienced in other fields such as air travel, automotive manufacturing, consumer products and many others. I believe that delivering that providing our country’s inhabitants with the access to and delivery of the best outcomes of care and health while also bringing the cost of that delivery in-line with other developed countries, we need to completely re-think how we manage costs, eliminate waste and deliver price/cost transparency. Until recently, healthcare has been a mostly volume based business with revenue being the primary denominator in any key metric and/or benchmark. Pricing from the healthcare system to the device manufacturer has never been based upon total cost to deliver/produce.

As we move to results based payments our focus must become heavily weighted on total cost, activity-based cost, process variation, procedure variation, product characteristic variation, clinical practice variation, etc. In this environment, supply chain emerges as one of the most critical strategic capabilities that every organization must possess to survive. The supply chain field brings key capabilities in planning (capital, financial, resource, capacity, delivery, etc.), resource management, inventory management, forecasting, etc. I believe that supply chain will become so critical to future healthcare model that health system supply chain executives will be considered C-level positions next to the CEO and CFO and supply chain leaders will become routine candidate for hospital president and other system leadership roles. I believe that supply chain’s ability to drive standardization will be a catalyst to significant improvements in patient safety and satisfaction. Nimble and resilient supply chains can be deliver to the point of care (wherever that is) and become essentially immune to supply disruption. For example, custom-made Nike shoes can be produced and shipped to a customer within seven days of order at a total cost to deliver that is 45% less than the cost to have similar shoes on the store shelf or order a non-custom shoe to your home.

With the advances in supply chain and manufacturing capability coupled with robust planning and coordination disciplines (think S&OP), we could potentially deliver to a patient a custom-made joint within 10 days of the initial surgical consultation for a total delivered cost (product, labor, recovery, rehabilitation, etc.) 75% less that the average cost for just the product today.

How will your leadership and vision strengthen AHRMM?

First I am very passionate about supply chain as full spectrum career field that is as vital to healthcare as careers in patient care, administration, research, finance, etc. We have an obligation to provide the education, resources, mentoring, networking and coaching to every member of our field such that it enables anyone with the motivation and drive to literally progress from an entry-level receiving clerk or supply technician to the chief supply chain officer in their organization. Supply chain professionals should possess the leadership skills and business acumen that ensures that are routinely sought after candidates for key roles in their organization (including hospital operations, department heads, etc.).

I also believe that AHRMM should be the premier organization that supply chain professionals seek out to achieve their supply chain career goals. I envision a day when the CMRP certification is viewed with the same level of respect outside of healthcare that the APICS and ISM certifications receive. I believe that AHRMM has the positioning and the clout to drive the lasting change necessary to ensure the long-term viability of our health systems in the new model of health care. We have an obligation to educate our members and non- members alike on the value of strong supply chains and how they directly and measurable improve patient safety, drive patient/family satisfaction and ensure the lowest possible total cost to deliver on that care and satisfaction. I believe that my leadership strengths, passion for the field and long-term strategic view allow me to be a great advocate for AHRMM and the AHRMM mission. The AHRMM tenets of education, leadership and advocacy are highly complementary to my top five strengths (Gallup) which are: Achiever, Responsibility, Relator, Strategic, and Learner. I have the capability, drive and passion to be an excellent AHRMM board member.


Total number of years as AHRMM Member: 5
Years in healthcare: 19
Years worked in the healthcare supply chain profession: 19
Years worked in current position: 4
Number of direct reports: 2
Number of employees in your department: 337
Type of Organization you are employed by: Integrated Delivery Network (IDN)

Describe your current position and responsibilities:

As vice president of supply chain operations for BJC HealthCare, one of the nation’s largest nonprofit healthcare organizations, Steve Kiewiet leads a team consisting of more than 300 people across the 15-hospital system. He is also an executive lead for logistics/distribution design on a 10-year Washington University Medical Center campus renewal project and the construction of the new Barnes Jewish West County Hospital. Kiewiet oversees key strategic initiatives for BJC, including the current development of a centralized distribution strategy and implementation of RFID technology through an integrated inventory management system. He was responsible for the successful design and implementation of a nationally recognized and award-winning pilot, End-to-End Supply Chain Visibility, partnering with key strategic suppliers to break down traditional barriers in the cardiac stent supply chain.  Key Areas of Responsibility: Supply logistics & distribution, Inventory Strategy, Planning & Management (Medical & Pharmacy), Centralized Services Center Strategy & Implementation, Central Purchasing, Travel & P-Card Program Administration, Fleet Maintenance and Management Program Administration, Laundry and Linen, Purchased Services, Master Data Management Trustee for the Location Domain, End-to-End Supply Chain Visibility Strategy & Supplier Collaboration, Non-Clinical Systems Steering Committee.


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.

  • Issues & Legislative Committee Member 2014
  • Education Committee Member 2015 – 2016
  • CMRP Certification Program Committee Member (expires 12/31/2018)

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

  • IDN Insights West, Attendee, May 2017, Seattle WA
  • LogiMed, Speaker & Advisory Board Member, March 2017, Austin TX
  • Health Care Supply Chain Summit World Congress, Speaker, January 2017, New Orleans LA
  • IDN Insights East, Speaker, October 2016, Atlanta GA
  • Distributed Health: Blockchain Conference, Speaker, October 2016, Nashville TN
  • AHRMM16 Conference, Attendee, August 2016 San Diego CA
  • LogiMed, Speaker & Advisory Board Member, March 2016, San Diego CA
  • CSCMP Annual Conference, Attendee, September 2015, San Diego CA
  • Gartner Supply Chain Summit, Attendee, May 2015, Phoenix AX
  • LogiMed, Speaker & Advisory Board Member, March 2015, San Diego CA
  • Health Care Supply Chain Summit World Congress, Speaker, January 2015, New Orleans
  • AHRM14 Conference, Attendee, August 2014 San Diego CA
  • Gartner Supply Chain Summit, Attendee, May 2014, Phoenix AZ
  • LogiMed, Speaker & Advisory Board Member, March 2014, 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:

  • Board Member, Connections to Success, 2016 – Present
  • Board Member, Boeing Center for Supply Chain Innovation – Olin Business School Washington University in St. Louis, 2016 – Present
  • Volunteer Leader, Boy Scouts of America, 2006 – Present
  • Disaster Team Volunteer, American Red Cross, 2009 – 2012
  • Volunteer, VA St. Louis Health Care System, 2014 – Present
  • Volunteer, Mission St. Louis, 2015 – Present
  • Allocation Committee Member, United Way of Greater St. Louis, 2016 – Present