Healthcare Value Chain Financial Metrics

Where are we on the Journey?
A Closer Look at Healthcare
Providers

Supply Chain Insights LLC Copyright © 2013, p. 3
Supply Chain Insights is focused on delivering
independent, actionable and objective
advice for supply chain leaders. A company
dedicated to research, turn to us when you
want the latest insights on supply chain trends,
technologies to know and metrics that matter.
About Us

Healthcare Value Chain
Financial Metrics

Components of Cash to Cash

Supply Chain Organization:
Three-Quarters Have a Formal Supply Chain Organization

7 Functions Report Through It on Average;
Reports Primarily to Chief Financial Officer

Purchasing is Primarily Done Corporate-Wide

Hospitals: Measuring Value

Hospitals: Value Analysis

Value Analysis Group:
Supply Chain is Primary Leader;
Changing/Adding Products are Most Common Decisions

Value Analysis Program

Focus: Negotiating Lower Prices

Current State

SHARED
VISION
+ SKILLS + INCENTIVE + RESOURCES + PLAN + LEADERSHIP = CHANGE
SKILLS + INCENTIVE + RESOURCES + PLAN = CONFUSION
SHARED
VISION
+ INCENTIVE + RESOURCES + PLAN + LEADERSHIP = ANXIETY
SHARED
VISION
+ SKILLS + INCENTIVE + RESOURCES + LEADERSHIP =
FALSE
STARTS
SHARED
VISION
+ SKILLS + INCENTIVE + PLAN + LEADERSHIP = FRUSTRATION
SHARED
VISION
+ SKILLS + RESOURCES + PLAN + LEADERSHIP =
GRADUAL
CHANGE
Source: J.P. Kotter
Collaboration: The Right Stuff

Applying the
Supply Chain Index to Healthcare
A formulaic representation of
how companies are trading off
growth, profitability, cycle and
complexity performance on
selected supply chain financial
metrics against market
valuation.
#sciwebinar

Value Chain
Metrics That Matter by Industry
Medical Care Industry Medical Distribution Pharmaceutical Major
Free Cash Flow Ratio Operating Margin Free Cash Flow Ratio
Working Capital Ratio Return on Invested Capital Return on Invested Capital
Operating Margin Free Cash Flow Ratio Altman Z
SG&A to COGS Ratio Working Capital Ratio Current Ratio
YoY Revenue Growth Return on Net Assets
Days of Payables
Outstanding
Current Ratio DPO/DSO Ratio
Days of Sales Outstanding Current Ratio
Days of Inventory Days of Inventory
Days of Payables
Outstanding

• Redesign for value
• Focus on outcomes
• Management of end-to-end processes
Summary

Our Focus
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PAST SUPPLY CHAIN INDEX WEBINARS:
AVAILABLE ON DEMAND
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The Supply Chain Index, 20 Years in the Making:
A Focus on Process Industries
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The Supply Chain Index, 20 Years in the Making:
A Focus on Discrete Industries
Webinars
www.supplychaininsights.com/upcoming-webinars
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UPCOMING WEBINARS
• May 23 rd: Supply Chain Index, Update, Part II
• June 13th: Sales and Operations Planning: State
of the Union
• July 11th: Big Data Supply Chains and the Future
of Analytics
• August 15th: State of Supply Chain Talent:
Missing Link in the Supply Chain
• August 29th: Digital Manufacturing

In Search of Supply Chain
Excellence
Lora Cecere of Supply Chain Insights

Supply Chain Insights is focused on delivering
independent, actionable and objective
advice for supply chain leaders. A company
dedicated to research, turn to us when you
want the latest insights on supply chain trends,
technologies to know and metrics that matter.
About Us

18 Reports in 2012

Over 30 Reports Planned for 2013
#sciwebinar

This is the new bible for all supply chain
executives. It provides an insider’s
perspective that will prove incredibly
valuable to even the most grizzled
supply chain veteran. This is the next
must-have business book.
--Bruce Richardson, Chief Enterprise
Strategist, Salesforce.com
Today, the worlds of social business and
supply chain management have many
degrees of separation. I enjoyed working
with Lora to understand what the future
transformation of digital marketing to
digital business could look like.
--Jeremiah Owyang, Research Director,
Altimeter
Second Printing of Bricks Matter:
14 Five-Star Reviews on Amazon
Book can be ordered from Amazon.com in Hardcopy or Digital Format

Right Use
of Assets
Expansion into
BRIC Countries
(Brazil, Russia,
India and China)
Supply Chain
Process
Knowledge

In Search of Supply Chain
Excellence

Current State
Supply Chain Insights LLC Copyright 2013

The Supply Chain Pioneers

Source: Supply Chain Insights, Corporate Annual Reports 2000-2011
Inventory Performance
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Consumer Packaged Goods 59.0 57.0 62.0 64.0 67.0 67.0 68.0 70.0 70.0 64.0 64.0 67.0
Chemical 71.5 71.9 78.2 75.1 62.0 70.3 68.1 64.3 64.3 78.6 72.9 72.8
Pharma 122.2 133.7 190.1 171.0 184.3 175.6 167.8 149.8 154.9 198.7 154.3 131.8
High Tech 93.1 57.6 46.5 48.5 35.9 37.3 43.8 36.8 34.6 41.3 34.8 30.4
Average 86.5 80.0 94.2 89.6 87.3 87.5 86.9 80.2 81.0 95.6 81.5 75.5
0.0
50.0
100.0
150.0
200.0
250.0
DaysofInventory

 Perform better than peer group
 Improve year-over-year results
 Alignment in metrics
 Delivery of performance against the business
strategy
 Consistency in results
 Be a leader in managing trade-offs
What Is Supply Chain Excellence?
#sciwebinar

Evolving Practices

A Supply Chain
is a Complex System
with Complex Processes
with Increasing Complexity

The Effective Frontier
Profitable Growth
Revenue Cost of Goods
Working Capital
Corporate Social Responsibility
R&D Strategy and Investment Asset Strategy and Investment
Forecast Accuracy Customer Service Inventory
Channel Strategy Product and
Service Portfolio
Supplier Strategy
Sales
Policies
Distribution
Policies
Manufacturing
Policies
Logistics
Policies
Procurement
Policies
Returns Backorders First Pass Yield Empty Miles Material Yield

Trying to Reach Balance

Useful Ratios

Industry Averages

Chemical Industry Performance

Consumer Packaged Goods Industry
Performance

Colgate-Palmolive Company vs Unilever N.V.

Inventory Turns vs. Revenue per Employee
(2002-2011) SUMMARY SLIDE

Cash-to-Cash Cycle vs. Operating Margin
(2000-2011)

Cash-to-Cash Cycle vs. Gross Margin

Pharmaceutical Industry Historical
Performance

Cash-to-Cash Cycle vs. Gross Margin

Healthcare Value Chain:
Financial Metrics
#sciwebinar

Healthcare Value Chain
Cash-to-Cash Cycle

Food Industry Historical
Performance

Cash-to-Cash Cycle vs. Gross Margin (2000-2011)
SUMMARY SLIDE

Five Year Comparison

Corporate Summary

Metrics Included for Comparison

Metric Equations

(2000-2003)

(2004-2007)

Cash-to-Cash Cycle vs. Operating Margin (2008-
2011)

Cash-to-Cash Cycle vs. Operating Margin (2012)

Cash-to-Cash Cycle vs. Operating Margin (2000-
2012) SUMMARY SLIDE

Inventory Turns vs. Revenue per Employee (2002-
2003)

2007)

2011)

Inventory Turns vs. Revenue per Employee (2012)

2012) SUMMARY SLIDE

Cash-to-Cash Cycle Components (2000-2003)

Cash-to-Cash Cycle Components (2012)

Cash-to-Cash Cycle (2000-2012)

Publishing Two eBooks in
2013 on Supply Chain
Metrics That Matter
– Consumer Value Networks
– Industrial Value Networks
2013 Publications

Introducing the
Supply Chain Index
A formulaic representation of
how companies are trading off
growth, profitability, cycle and
complexity performance on
selected supply chain financial
metrics against market
valuation.
#sciwebinar

1. To better understand which supply chain metrics
matter to corporate balance sheet performance in
public markets. We want to help leaders better align
supply chain and financial performance.
2. To create an objective system for evaluating and
ranking supply chains by industry peer group.
3. To connect financial performance with supply chain
excellence as measured through quantitative
surveys in an effort to better identify and define best
practices across industry groups.
Why Did We Do This?
#sciwebinar

• What it is: A way to understand the impact of
companies’ supply chain (relative to peers
within an industry sector) to market
capitalization based a set of preselected supply
chain ratio metrics.
• What it is NOT: A way to evaluate overall
company performance or compare the model
results to actual market capitalization.
What It Is. What It Is Not.
#sciwebinar

Step 1: Located data sources
Step 2: Selected core supply chain ratios from over 50 financial metrics
Step 3: Identified meaningful metrics per industry using regression analysis
among selected ratios
Step 4: Constructed industry equation based on correlation of industry
metrics to market capitalization values
Step 5: Determined company rankings within industry by applying 2012
company results to industry equation
Step 6: Analysis of peer group companies over the last decade
Step 7: Correlations to supply chain practices, technologies and
organizational design
Supply Chain Index Methodology
#sciwebinar

– Market capitalization data of public companies
(Ycharts.com)
– Industry peer groups defined by Morningstar Sector
(36)
– Financial ratios built from balance sheet and income
statement data collected from OneSource
– Analysis of quarterly data using R (frequency 2006Q1
to 2012Q4)
Step 1: Located Data Sources
#sciwebinar

Step 2: Selected 14 Core
Supply Chain Ratios to Study
Financial Metrics
Growth Profitability Cycle Complexity
Common Shares Cash Cash-to-Cash Cycle Altman Z
Employee Growth Cash Change in Period Days of Finished Goods Capital Turnover
Employees Cash on Hand Days of Inventory Current Ratio
Market Capitalization Cash Ratio TTM Days of Payables Outstanding Quick Ratio
R&D Margin Cash Ratio Quarter Days of Raw Materials Return on Assets
R&D Ratio Cash Ratio Year Days of Sales Outstanding Return on Equity
R&D to COGS Ratio Cost of Goods Sold Days of Work in Progress Return on Invested Capital
Revenue EBITDA DPO/DSO Return on Net Assets
Revenue Growth Free Cash Flow Ratio Finished Goods Inventory Revenue per Employee
Revenue Growth TTM Gross Margin Inventory Working Capital Ratio
Revenue TTM Gross Profit Inventory Turns
SG&A Margin Net Profit Margin Receivables Turns
SG&A Ratio Operating Cash Flow Ratio Raw Materials Inventory
SG&A to COGS Ratio Operating Margin Work in Progress Inventory
OPEX Ratio
Pretax Margin
Source: Supply Chain Insights LLC
#sciwebinar
Selected Ratios

Step 3: Identified Industry Metrics
#sciwebinar
Market Capitalization vs. Revenue Growth
Insight: For
example,
growth did
not correlate
for chemical
companies.

Mass Retail Industry
Consumer Packaged
Goods Industry
Chemical Industry
Operating Margin Operating Margin Operating Margin
Days of Inventory Days of Inventory Days of Inventory
DPO/DSO
Days of Payables
Outstanding
Days of Payables
Outstanding
Return on Invested Capital Return on Invested Capital Return on Assets
Working Capital Ratio Current Ratio
Free Cash Flow Ratio
SG&A to COGS Ratio
#sciwebinar

Step 4: Mass Retail Equation
#sciwebinar
Ln(market cap) = 10.41 + 52.67(OM) -34.72(WC) - 16.02(ROIC)
– 0.09(DPODSO) + 0.02(DOI)
Mass Retail Industry Equation

Step 5: Determined Rankings by Industry
Mass Retail Industry (2012)
#sciwebinar

Top Ranked Mass Retail Industry (2012)
#sciwebinar

#sciwebinar
Consumer Packaged
Goods Industry
Chemical Industry
DPO/DSO
Days of Payables
Outstanding
Days of Payables
Outstanding
SG&A to COGS Ratio

Step 4: Consumer Packaged Goods
(CPG) Equation
#sciwebinar
Ln(market cap) = 3.37 + 2.11(OM) + 1.62(FCF) – 1.29(ROIC) –
1.17ln(CR) + 0.25(SGAC) + 0.02(DPO) – 0.01(DOI)
CPG Industry Equation

CPG Industry (2012)
#sciwebinar

Top Ranked CPG Industry (2012)
#sciwebinar

#sciwebinar
Consumer Packaged
Goods Industry
Chemical Industry
DPO/DSO
Days of Payables
Outstanding
Days of Payables
Outstanding
SG&A to COGS Ratio

Step 4: Chemical Industry Equation
#sciwebinar
Ln(market cap) = 7.85(OM) – 4.84(ROA) + 1.81ln(DPO) +
0.01(DOI)
Chemical Industry Equation

Chemical Industry (2012)
#sciwebinar

Top Ranked Chemical Industry (2012)
#sciwebinar

In Progress
Food Industry
#sciwebinar
Ln(market cap) = 5.57 +15.56(OM) – 7.50(ROIC) – 4.13(ROA) +
2.74(RONA) + 0.61(Z) + 0.04(DPO) – 0.04(DSO)
Food Industry Equation

Value Chain Relationships
Retail
(Mass
Merchant)
CPG Chemical
Equations:
Ln(market cap) =
10.41
+ 52.67(OM)
-34.72(WC)
- 16.02(ROIC)
-0.09(DPODSO)
+ 0.02(DOI)
3.37
+ 2.11(OM)
+ 1.62(FCF)
- 1.29(ROIC)
- 1.17ln(CR)
+ 0.25(SGAC)
+ 0.02(DPO)
– 0.01(DOI)
7.85(OM)
- 4.84(ROA)
+ 1.81ln(DPO)
+ 0.01(DOI)
True collaboration only happens when there is
a sustaining win-win value proposition.

Future Evolution
Align:
Market
Driven
Building Horizontal
Process Connectors
Continuous
Testing
Learning
Improving
In Market
Orchestrate
Demand and Supply
Resilient
Reliable
Adapt:
Demand
Driven
Efficient
Sense
Demand
and Supply
Shape
Demand and
Supply based
on Market
Absorb
Demand
Volatility
Absorb Supply
Volatility
Right Product
Right Place
Right Time
Right Cost
Cost
Procure to
pay/order to
cash

A network that senses demand with minimal
latency to drive a near-real time response for
demand shaping and demand translation.
What Is a Demand-driven
Value Network?

Rising Price of a Barrel of West Texas
Intermediate (WTI)

Commodity Price Increases and Volatility

An adaptive network focused on a value-
based outcome that senses and translates
market changes (buy and sell-side markets)
bi-directionally with near-real time data
latency to align sell, deliver, make and
sourcing operations.
What Is a Market-driven Value Network?

E2E Order  Delivery kaizen team was able to
quantify the current order processing
inefficiencies
5/21/201
3
12
32
174
Process Steps Valued by the
Customer
Necessary process steps but not
value-producing for our business
Manual intervention steps now
part of "normal"
Zero (0) orders flow through the e2e process without being manually handled!
Massive value creation potential for eliminating waste, inefficiency and re-
focusing resources on activities that actually deliver value
0%
20%
40%
60%
80%
100%
Breakdown of E2E Order to Delivery
Process
% of time actually spent completing process steps
Time spent in Queues and "Do Loops"
Vast majority of time is spent on
activities that do not produce
enterprise value
>60% of order processing is spent waiting
or in inefficient manual intervention

26%
19% 21%
30%
26%
12% 13%
17%
26% 19%
20%
18%
11%
24%
17% 14%
13%
16%
18%
14%
18%
17%
9%
13%
12%
9%
12%
17%
10%
8%
17%
5%
13%
14%
11%
10%
15%
11% 9% 12%
18%
9%
10%
5% 4%
11%
8%
6% 7%
CPG Food+bev Electronics Semi-
conductor
Durables Process Discrete
Other
Fax
Phone
Internet orders
Customer portal
VMI/collab.
B2b (w/manual)
B2b (no manual)
Order Entry Process
CONSUMER PRODS HIGH-TECH INDUSTRIAL

Market-Driven Value Networks
Characteristics

Demand-shaping Levers
New Product Launch
Marketing
Sales Incentives
Trade Promotions
Distributor Incentives
Assortment
Price
Run-out of obsolescence or mark-
down strategies
Orchestration Levers
Market-driven Orchestration Levers
Price to Price Orchestration
Alternate Bill of Materials
Alternate Sourcing
Change in Assortment
Orchestration of Product Mix (Incent
products with less commodity
variability)
Changes in Demand Shaping
Strategies
Commodity Hedging

Current State

Corporate Sustainability Alignment

Who Does it Best?

Years 1990-1994 1995-1999 2000-2004 2005-2009 2010-2012
RETAIL
AVERAGE
17.05% 42.46% 12.89% 8.76% 5.15%
CPG AVERAGE 2.12% 0.84% 3.91% 7.26% 2.32%
FOOD CPG
AVERAGE
3.68% 2.97% 8.13% 2.59% 4.27%
BEVERAGE CPG
AVERAGE
12.87% 2.00% 9.59% 11.53% 4.92%
Year-over-Year Growth

1990-
1994
1995-
1999
2000-
2004
2005 2006 2007 2008 2009 2010 2011 2012
eCommerce 343 456 549 758 848 1016 998 1073
Grocery 198 182 425 479 475 520 612 611 572 518 504
Mass 112 144 253 348 379 617 487 474 533 464 348
Specialty 296 384 414 458 479 527 534 282 312
0
200
400
600
800
1000
1200
RevenueperEmployee(K$)
Revenue per Employee
Retail: Revenue Per Employee
Source: Supply Chain Index Analysis from Annual Reports 1990-2012
Mean values utilized excluding outlier data

Revenue Per Store

A Look at History

Cash-to-Cash Cycle vs. Gross Margin (2000-2011)
SUMMARY SLIDE

Value Chain Relationships
Retail
(Mass
Merchant)
CPG Chemical
Equations:
Ln(market cap) =
10.41
+ 52.67(OM)
-34.72(WC)
- 16.02(ROIC)
-0.09(DPODSO)
+ 0.02(DOI)
3.37
+ 2.11(OM)
+ 1.62(FCF)
- 1.29(ROIC)
- 1.17ln(CR)
+ 0.25(SGAC)
+ 0.02(DPO)
– 0.01(DOI)
7.85(OM)
- 4.84(ROA)
+ 1.81ln(DPO)
+ 0.01(DOI)
True collaboration only happens when there is
a sustaining win-win value proposition.

SHARED
VISION
+ SKILLS + INCENTIVE + RESOURCES + PLAN + LEADERSHIP = CHANGE
SKILLS + INCENTIVE + RESOURCES + PLAN = CONFUSION
SHARED
VISION
+ INCENTIVE + RESOURCES + PLAN + LEADERSHIP = ANXIETY
SHARED
VISION
+ SKILLS + INCENTIVE + RESOURCES + LEADERSHIP =
FALSE
STARTS
SHARED
VISION
+ SKILLS + INCENTIVE + PLAN + LEADERSHIP = FRUSTRATION
SHARED
VISION
+ SKILLS + RESOURCES + PLAN + LEADERSHIP =
GRADUAL
CHANGE
Source: J.P. Kotter
Collaboration: The Right Stuff

Demand
Signal
Accurate
Weekly
Forecasting
is ...
Delay from
Purchase to
Signal
Data Latency and Distortion Across the Network
Red Represents Emerging Economies with
Distributor Trade
Retailer DC
Easy
3-10 Days
7-20 Days
Manufacturer DC
Difficult
10-20 Days
20-45 Days
Suppliers
Almost
Impossible
20-50 Days
45-80 Days
Store
Trivial
Instant
Variable

We have not Fixed Replenishment
Processes….

Supply Reliability
Manufacturer
mentioned by
name

Current State: Usage of Downstream Data

Bar codes were first used at Marsh Supermarket in 1968

Barriers

Data Used

Quality of Data
100%
72%
62% 59%
52%
41% 38%
72%
55%
41%
14% 17%
10% 7%
-28%
-17% -21%
-45%
-34% -31% -31%
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
120%
Point of Sale Warehouse
Withdrawal
Warehouse
Perpetual Inventory
Changes
Store Forecasts In-store Perpetual
Inventory Changes
Company
Forecasts
Loyalty
Downstream Data Received from Retailers vs. Clean
Receives Clean (Rated 5-7 on 7-Pt Scale) Gap (Clean - Receive)
____________________________________________________________
Source: Supply Chain Insights LLC, Downstream Data (Aug-Oct 2012)
Base: Manufacturers using/trying to use downstream data (n=29 – CAUTION: Small base size)
Q17. What types of downstream data does your company get from retailers? Please select all that apply.
Q19. For each type of data that you get, please rate how clean it is, on average, considering all retailers from which you get it. SCALE:
1=Extremely dirty, 7=Extremely clean

Percent of Channel

Days of Inventory (DOI): Companies with and without Demand
Sensing (CPG, Food, Heath & Beauty Industries)
Evolution
64
65
66
63
66
65 65
63
60
61
2007 2008 2009 2010 2011
Source: Company Financials
DaysInventory

Risk Management
high
low
highlow
Impact
Probability of Adverse Event
catastrophic
periodic incident
strategic
daily surprise
Probability * Impact = Value at Risk

Risk Assessment: A Value-Driven Approach
high
low
highlow
safety, quality
Impact
Probability of Adverse Event
catastrophic
periodic incident
strategic
daily surprise
mark to market
portfolio mgmt risksustainability
product mix shift
commodity costs
margin pressure
private label
deflation
foreign exchange
* AMR Research – Top CP Risk Mentions last quarterly earnings report
innovation stalls
health & wellness
nutrition & labeling
consumer trends
failed cost reduction programs
failed productivity
n. american economy
de-stocking

Value Network Strategy
Supply chain strategy
Business Strategy
What are the right things to do to increase company value?
Value-network Supply Chain Strategy
What are the right ways to support the business strategy?
What are the right trade-offs between value drivers for each value network?
Right product
platforms
Design the
supply
response
Build
organizational
systems and
manage talent
Align supply
relationships
Align demand
relationships
Effective Supply
Networks
Execution of buy-
side strategies
Continuous
Improvement
Capabilities Required
Supply Chain
Network Design
Design Networks
Innovation
Methodologies
Demand Networks
Joint Value Creation
Strategies
Business Process
How do I do the right things right?
Source: Supply Chain Insights, LLC

Supply Chain 2020 and the Path
Forward

The Supply Chain of the Future
World
Population
Source: “The World at Six Billion” United Nations, 2004; The World UN Population Assessment 2006; “Unsustainable World,” 04/15/08, BBC
North America
2007 2020
339M 342M
Europe
2007 2020
731M 722M
Asia
2007 2020
4.0B 4.6B
L America
2007 2020
572M 660M
Africa
2007 2020
965M 1.3B
Oceania
2007 2020
34M 40M

Outside-In
Value-Based Outcomes
Delivered by Value Networks
Supply Chain Excellence =
Supply Chain 2020 Tipping Points
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Talent
Shortage
Compliance on
Safe & Secure
Orchestration
Big Data
Supply Chains
Internet of Things
Learning
Supply Chains
Digital Manufacturing

Create Your Own Future

Rethinking Analytics

Definition
Challenges:• Transactional
• Time phased data
Structured
Data
• Social
• Channel
• Customer Service
• Warranty
• Temperature
• RFID
• QR codes
• GPS
• Mapping and GPS
• Video
• Voice
• Digital Images
Unstructured
Data
Sensor
Data
New
Data
Types
Volume
Velocity
Variability

Analytics Evolution

Listening Post Strategy

• Outside-in
• End-to-End Orchestration
• Supply Chain Matters
Path Forward

Questions?

• May 17th: How Do We Heal the Healthcare Value Chain, Part II
• June 13th: Sales and Operations Planning: State of the Union
• July 11th: Big Data Supply Chains and the Future of Analytics
• August 15th: State of Supply Chain Talent. Missing Link in the
Supply Chain
• August 29th: Digital Manufacturing
Upcoming Webinars
Each webinar is based on new and relevant research
and will feature two-three industry leaders

Join Us!
www.scicommunity.com

Supply Chain Insights Community
#sciwebinar

Who Is Lora?
• Founder of Supply Chain Insights
• Partner at Altimeter Group (leader in open
research)
• 7 years of Management Experience leading
Analyst Teams at Gartner and AMR Research
• 8 years Experience in Marketing and Selling
Supply Chain Software at Descartes Systems
Group and Manugistics (now JDA)
• 15 Years Leading teams in Manufacturing and
Distribution operations for Clorox, Kraft/General
Foods, Nestle/Dreyers Grand Ice Cream and
Procter & Gamble.

Where Do You Find Lora?
Contact Information:
lora.cecere@supplychaininsights.com
Blog: www.supplychainshaman.com
(4000 pageviews/month)
Twitter: lcecere 3800 followers. Rated as the
top rated supply chain social network user.
LinkedIn: linkedin.com/pub/lora-
cecere/0/196/573 (3560 in the network)

Healthcare Value Chain Financial Metrics

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