Becker's ASC Review

30 Executive Briefing: Partnering with Stryker A priority for Summit over the past 18 months has been forming a future-facing strategic partnership for a broad range of technologies and medical supplies. After a rigorous request for proposal process, Summit selected Stryker and initiated a multi-year relationship that went into effect on Feb. 1. Summit had a positive impression of Stryker prior to the RFP process, based on years of good representation, trusted relationships and a history of good products and technologies. But Summit's selection of Stryker was less based on the past and more based on the future. Why Summit chose Stryker Summit Orthopedics established several criteria including • A shared vision. It was essential for Summit to have a partner with a shared vision focused on getting the best products to patients and to physicians. • A common voice. Summit didn't want to deal with multiple separate divisions and didn't want to have to navigate inside of large organizations. Stryker took what was previously 13 divisions or service lines and coalesced into one unified voice. • Forward thinking. Summit wanted a partner that was forward thinking on trends, technology, products and service delivery. Summit asked, "Who is it that's forward- thinking enough to keep up with our ambition to be relevant and to make sure the business of the future is not business as usual?" • Cost. Summit's values highlight the need for stewardship with the healthcare resources, so cost was a consideration. • Standardization. To eliminate any unnecessary deviations, Summit wanted standardization in products and processes. This meant fewer vendors and fewer products, which allowed for easier onbaroding of staff. Mr. Berry's team wanted to make products and processes "as easy, seamless and interchangeable as possible, so we can focus on delivering the care rather than the instrumentation. That's why standardization was a really big piece." A physician-led process When working through standardization and product decisions, Mr. Berry explained, "The physicians are the decision-makers . . . it was a physician-led process, because they are the individuals responsible for the care and safety of the patients. " To help educate and train surgeons, Stryker provided a mobile van with a cadaver lab. This provided the ability for surgeons to gain hands-on experience with unfamiliar products and when evaluating robotics. "I think it made a big difference," Mr. Berry said. Positive initial results While this deeper relationship with Stryker's ASC business has only existed for one quarter, the initial results are extremely positive. "It has exceeded our expectations," Mr. Berry said. "Both parties have viewed it as wildly successful in the first few months. . . And even though it took about a year to get us to this decision point, sometimes it's about the journey, not the destination. And the journey has made us better and stronger." n Adam Berry is a customer of Stryker. The opinions expressed by Adam Berry are those of Adam Berry and not necessarily those of Stryker. Stryker is one of the world's leading medical technology companies that offers innovative products and services in Orthopaedics, Medical and Surgical devices, Neurotechnology and Spine to help make healthcare better Procedural volumes, particularly with total joints, have been migrating from the hospital outpatient department to ambulatory surgery centers (ASCs). With the potential to provide over $55 billion per year in healthcare cost savings in the U.S., this shift in site of care is expected to continue beyond the post-pandemic environment. To meet the unique needs of this emerging customer, Stryker launched an ASC-focused business in 2020. With thousands of unique and clinically proven products spanning more than 20 procedural specialties, a wide range of flexible financial options and teams who understand the ASC landscape. Stryker is committed to delivering tailored solutions for ASCs to achieve their mission and goals.

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