EP 51 - Multicare's Jason Moulding on Building Strategy around People, Process, Performance, & Partnership

Jason Moulding, Chief Supply Chain Officer at MultiCare Health System, has spent 25 years building toward a supply chain function that leads M&A integrations, runs enterprise performance analytics, and holds its position at the executive table through leadership transitions. He walks through the strategic planning model he's been running since 2017 and how 3 iterations of a 5-year plan gave Multicare's supply chain the credibility and continuity to expand well beyond traditional cost and purchasing functions.

Jason also gets into the operational side of resiliency, including a dedicated vertical staffed with FTEs running continuous environmental scans across distribution and first-tier manufacturers, a BI platform layered on top to compress response time, and a provider-to-provider SKU-sharing agreement he executed with a peer health system during the neurosponge shortage rather than competing for supply. His frame on the AI decision is the make-vs-buy question is live right now, and the organizations that answer it well will be the ones that already did the data infrastructure work.

Topics discussed:

• Building CEO and executive relationships through formal strategic planning, scorecard reviews, and a year-in-review process

• Multicare's four-pillar strategic framework: people, process, performance, partnership

• People development as a strategic differentiator, like number of internal promotions, support for certifications, degrees, & fellowships

• Building a analytics and business intelligence platform and expanding to lead enterprise performance analytics for the full organization

• Make-vs-buy decision point for AI agents, and how vendor partner selection ties to existing data governance and AI infrastructure

• Building a dedicated resiliency vertical with FTE staffing and continuous environmental scanning across distribution & first-tier manufacturing

• Provider-to-provider SKU sharing during a shortage as an alternative to competing for supply allocation

• Reframing resiliency investment around total cost of value rather than unit price

• Governance over pharmacy and clinical spend without formal authority through structured quarterly partnerships