Reno, Nevada, United States
Michele Tarantino, MS has specialized in healthcare supply chain optimization over the past seventeen years. Ms. Tarantino serves as the Vice President Supply Chain Operations at Renown Health in Reno, Nevada. Prior to Renown, Tarantino started a consulting company in 2015 to provide sourcing and purchasing education as well as advisory services to hospital supply chain stakeholders. Tarantino has advised equity analysts through Gerson Lehrman Group. Ms. Tarantino was Vice President, Corporate Contracting at Carilion Clinic, a position she held for six years where she was responsible for GPO relationships with Premier, Capstone Health Alliance, MedAssets and Provista. At Carilion, she led a strategic sourcing and custom contracting program yielding a $22 million + cost reduction. Carilion teamed up with Deloitte and Premier in 2010 providing Tarantino the opportunity to lead her team in a corporate contract centralization effort requiring a major shift in cultural and process expectations. Ms. Tarantino served as Director for Aspen Healthcare Metrics now part of Vizient. As an Aspen consultant she worked successfully to reduce costs and improve supply chain process for six major for profit and nonprofit health systems. Earlier in her career, she gained extensive experience in commercial real estate finance, banking and auditing in NYC and CT. In these positions she was affiliated with Corporate Property Investors, Chase Manhattan Bank, Louis Dreyfus and Merrill Lynch.
Recognizing that healthcare product choices are driven by quality, cost and clinical outcomes measurement, Tarantino’s mission is to offer her clients insight on custom contracting, strategic sourcing, regional GPO alliances, distribution and value analysis. Her experience working extensively with physicians and nurses since entering the healthcare space in 1998, puts her in a unique position to deliver results to her clients.The aim of her consulting practice is to provide a wide range of knowledge on the constantly evolving healthcare supply chain.
Created a new corporate contracting business unit to centralize $450 million non-labor expense requiring a major shift in cultural and process expectations. Project leader with Deloitte and Premier for a complex $22 million 3-yr strategic cost savings project. Realized $20 million GPO contract uptake, baseline of $90 million for calendar years 2011-14 Drove $1.2 million implementation of Premier’s ASCEND contract program from creation of contract strategy to final implementation. Achieved $2 million IDN corporate rebate agreement structure through aligned vendor relationships. Promoted a regional aggregation savings strategy with C-suite team resulting in a commitment with Capstone Heath Alliance. This resulted in a $1.1 million savings through contract tier optimization and improved pharmacy wholesaler cost minus structure. Managed performance, recruitment, retention and promotion of 7 senior staff members. Developed surgical, medical commodity, physician PPI and non-clinical system value analysis programs. Implemented Premier Value Advisor software. Served on system capital committee. Served on the Board of Directors for Capstone Health Alliance regional GPO aggregation group, a 501c3 corporation.
Served key clients: National for-profit cardiovascular specialty hospital group. Served as GPO Regional Director. PPImplant strategy advisor. Southwest non-profit IDN Clinic. Distribution and OR Lawson inventory process improvement, Lawson inventory KPI design and tracking plan development, Value Analysis consulting. Upper Mid West non-profit hospital: OR inventory assessment, OR and Materials Management organization structure assessment, redesign teamwork, recommendations. Mid-Atlantic non-profit hospital. PPImplant orthopedic cost savings, AP PPImplant invoice design implementation consulting California large IDN: Cardiovascular PPImplant consulting Mid-Atlantic IDN: Orthopedic and Cardiology PPImplant consulting
Under the direction of the VP Materials Management, achieved increasing purchasing and inventory operational responsibility over six years. 2000-2002 Served as Director of OR Materials Management and Non-Stock Purchasing responsible for twelve OR materials employees and six clinic specialty buyers. 2003-2006 Served as Corporate Purchasing Director. Successfully managed direct reports: Purchasing Supervisor, four inventory and seven service line non-stock buyers.