SHSCMC2017 AlysonBrett

In July 2007, Mrs Alyson Brett was appointed CEO of NHS Commercial Solutions, a not-for-profit Group Procurement Organisation which has made frontline savings for the NHS in excess of £160 million.

Mrs Brett is also a founder member and President of the European Health Public Procurement Alliance (EHPPA) established in 2012 to promote the benefits of international benchmarking, sharing of best practice and public procurement collaboration across Europe.

Prior to joining NHS Commercial Solutions, Alyson held a number of strategic and operational senior roles in the NHS over the last 36 years, is a graduate of Kings College/London School of Economics and holds an MBA in Business Studies from Reading University.

Mrs Brett believes that the development of strategic and collaborative partnerships in procurement is key in delivering quality, cost, and service improvements to support the transformation of healthcare delivery.

Presentation Synopsis
How Group Procurement Organisations (GPO’s) can support healthcare transformation
In this session the importance of collaboration in delivering mutually beneficial outcomes in healthcare systems will be explored:

• Examining the global issues faced by healthcare systems from a procurement and supply chain perspective and how this impacts on the NHS in England
• The new procurement landscape in the NHS – procurement transformation and what that means to collaborative procurement organisations
• The responses that procurement,in particular, Group Procurement Organisations (GPOs) can take to support whole healthcare system transformation
• The role and importance of partnerships and networks in delivering a new procurement landscape
• How GPOs can help shape and influence the new procurement landscape and deliver leading edge commercial and procurement solutions
• Case study examples from NHS Commercial Solutions illustrating innovative approaches and procurement practice

Presentation Synopsis
International comparisons in procurement - is it really just about price?”
In this session experience and lessons learned in comparing and collaborating on an international scale will be examined:

• The challenges faced across health economies
• Follow the journey that international procurement collaboration has taken in Europe
• The establishment of EHPPA and the work of its members and direction
• What to benchmark in order to deliver effective procurement and cost effective healthcare
• Is it all about price or is there an added dimension?
• Case Study examples in international benchmarking

Mr Ang Kiam Meng is Group Chief Executive Officer and Executive Director of JUMBO Group Limited. With more than 20 years of experience in the organisation, he plays an instrumental role in the continued success and growth of the group, overseeing the management, operations, strategic planning and business development of the group, both locally and internationally. Prior to joining the JUMBO Group in 1993, Mr Ang spent seven years at Singapore Technologies Electronics Limited (formerly known as Singapore Electronic & Engineering Limited), holding the positions of software engineer and product manager amongst others.

Mr Ang also serves as Chairman of the Commerce and Industry Committee, and is a council member of the Singapore Chinese Chamber of Commerce & Industry, as well as President Advisor to the Management Committee of the Restaurant Association of Singapore. He sits on the Board of Governors for Hwa Chong Institution, and is the Vice President of the Management Committee for Teochew Poit Ip Huay Kuan.

Mr Ang holds a Bachelor of Arts (majoring in Computer Science) from the University of Texas at Austin, USA (1985) and a Graduate Diploma in Business Administration from the Singapore Institute of Management (1991).

Presentation Synopsis
Turning challenges into learning opportunities; Embracing human capital and innovation
The healthcare industry, just like the F&B industry, is focused on people and the building of relationships. It is about giving the best to make a difference.

Across the two industries, challenges are also not uncommon. It is important to not feel discouraged and learn from the experience that each challenge presents. Take for example the management of difficult customers, JUMBO has learnt that our most difficult customers are, in fact, our greatest source of learning.

As a strong believer in the development of our people, JUMBO recognises the importance of skills upgrading, particularly amid advances in technology. As part of JUMBO’s corporate strategy, we embrace innovation and strive to always be at the forefront of the technology curve, differentiating ourselves from the rest.

Through this sharing, spot parallels in how some of JUMBO’s initiatives can be applied in healthcare management. Notwithstanding that human capital and innovation will continue to drive improvements in patient-care management, healthcare professionals must also work together to leverage these assets and elevate the healthcare standards in Singapore.