Executive Briefings

The Healthy Supply Chain Transformation at Boston Scientific

The business of helping people live longer, healthier lives is not taken lightly in any regard. Suppliers to Boston Scientific must guarantee extremely high quality and delivery, because the smallest imperfection or delay could be life-threatening. For this reason, the entire supply chain depends on efficiency and quality. The global indirect sourcing and procurement (GISP) organization at Boston Scientific is responsible for all strategic and tactical procurement of indirect materials and services, using a center-led operating model to organize sourcing around the world.

Leading this team is Karen Weinstein, vice president, global facilities and security, real estate and indirect sourcing and procurement. Weinstein was involved in a 2010 directive to "optimize the company," which translated into creation of a new indirect organization that would leverage best practices, find bottom-line savings and improve processes. At the time, sourcing and procurement were centrally influenced. Indirect procurement was performed at all the different locations, while sourcing was performed in a "hub and spoke model," with eight different managers handling a variety of commodities across multiple Boston Scientific locations. Each manufacturing site had a vertical operating structure, with buyers reporting to purchasing managers, who, in turn, reported to material directors.

The scattered operations meant procurement best practices were not communicated or leveraged on a broad basis, visibility into spend was fragmented and full value from suppliers was not being realized.

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Keywords: supply chain management, logistics & supply chain, logistics services, Boston Scientific supply chain, indirect spend at Boston Scientific, MRO at Boston Scientific

Leading this team is Karen Weinstein, vice president, global facilities and security, real estate and indirect sourcing and procurement. Weinstein was involved in a 2010 directive to "optimize the company," which translated into creation of a new indirect organization that would leverage best practices, find bottom-line savings and improve processes. At the time, sourcing and procurement were centrally influenced. Indirect procurement was performed at all the different locations, while sourcing was performed in a "hub and spoke model," with eight different managers handling a variety of commodities across multiple Boston Scientific locations. Each manufacturing site had a vertical operating structure, with buyers reporting to purchasing managers, who, in turn, reported to material directors.

The scattered operations meant procurement best practices were not communicated or leveraged on a broad basis, visibility into spend was fragmented and full value from suppliers was not being realized.

Read Full Article



Keywords: supply chain management, logistics & supply chain, logistics services, Boston Scientific supply chain, indirect spend at Boston Scientific, MRO at Boston Scientific