Raymond Davis, Vice president supply chain
Universal Health Services, Inc., King of Prussia, Pa.
Editor’s note: Raymond Davis was selected as one of the “Ten People to Watch in Healthcare Contracting by the Journal of Healthcare Contracting, a sister publication of Repertoire
Raymond Davis
UHS operates through its subsidiaries more than 350 acute care hospitals, behavioral health facilities and ambulatory centers in the U.S., Puerto Rico, the U.S. Virgin Islands and the United Kingdom. More than 81,000 employees treat over 2.5 million patients each year.
Raymond Davis joined UHS in May 2017 as vice president, supply chain. He brought with him over 15 years of healthcare industry and supply chain management experience in vendor selection, supply formulary (item master) management, contract management, procurement, distribution center operations and logistics, and sterile processing. Immediately prior to joining UHS, he served as senior director of supply chain, medicine division and non-acute, for a large integrated network on the West Coast.
Davis’ work experience includes support for academic medical centers, community hospitals, physician medical group practices, home care and surgery centers. He holds an MBA and is a certified Six Sigma Black Belt. He is also credentialed as an Associate Certified Coach (ACC) by the International Coach Federation.
At UHS, Davis oversees end-to-end supply chain functions across the entire UHS network, including contracting, strategic sourcing, value analysis, distribution, logistics, purchasing, and capital equipment purchasing. The UHS supply chain team is responsible for over $1 billion in supply and purchased services spend across the company’s 350 facilities.
Journal of Healthcare Contracting: What has been the most challenging and/or rewarding supply-chain-related project in which you have been involved in the past 12-18 months?
Raymond Davis: One of the most rewarding projects I have been a part of is “Cost to Serve,” an approach that leverages calculation and analysis of the profitability of products, customers and routes to market, and provides a metrics-based focus for decision-making based upon service mix and operational variables.
The intent of Cost to Serve is to bring cost visibility, define value across all service lines, and improve outcomes for the healthcare provider industry. This approach will drive healthcare to a retail model, allowing providers to be more consumer-centric in price modeling and patient outcomes data. This level of transparency will improve the current model within the industry and allow for rapid innovation through consumer alignment.
JHC: Please describe a project on which you look forward to working in the next year.
Davis: The UHS supply chain team is currently working on development of a supply chain strategy map, functional plan, and demand management queue. This project will allow the team to identify and actualize customer needs and demands while continuing to drive toward a strong margin and create value for all whom we serve.
JHC: How have you improved the way you approach your job or profession in the last 5-10 years?
Davis: One of the larger shifts in my approach as a supply chain leader has been to build awareness for the value of the supply chain function as a strategic differentiator for the organization. Many leaders have taught me the value of creating understanding of the supply chain function within a healthcare system.
JHC: What do you need/want to do to become a better supply chain executive in the coming year(s)?
Davis: To continue to evolve as a supply chain executive, I challenge myself to look across industries to identify potential best practices, determine whether they are relevant in the healthcare space, and incorporate the newest successful approaches. Challenging myself to learn from others and continuing to focus on strategic partnerships helps me to create success for my organization and team members.