Frank Marshall’s 34-year healthcare career began in 1963 when he was appointed the director of materials management at St. Anthony Hospital, a 610-bed facility in Oklahoma City, OK.
During the late 1960s to the mid-1970s he developed and implemented a centralized purchasing program and distribution center for the institutions owned and operated by the Sisters of St. Benedict in Bismarck, ND.
He served as the Group Purchasing Coordinator for the Association of Delaware Hospitals in Dover, DE, and the Hospital Council of the National Capital Area in Washington, DC, where he established and implemented a group purchasing program for both hospital associations’ member facilities.
For six years in his career he was the Executive Director of COPAC Inc., Denver, CO, expanding its membership base to 82 hospitals from 32 with contracting commitment to the marketplace increasing more than three fold.
From 1979 to 1987 he served as vice president of support services at Mercy Medical Center in Denver, CO, with the overall managerial responsibility for 23 departments.
Prior to his retirement in 1997, he was the senior vice president at AmeriNet Inc., St. Louis.
Marshall has served as faculty member and guest speaker for the American Hospital Association, the American Academy of Medical Administrators, the University of Maryland, Webster College and various purchasing and materials management institutes. He is a past president of the American Society for Hospital Purchasing and Materials Management (1974-1975) and past chairman Group Purchasing Group and a recipient of GPG’s Stan Costello Award.
What do you think about Bellwether League Inc.’s mission and philosophy and how do you feel about becoming an Honoree?
The Bellwether League’s mission, vision and philosophy statements capture and express its goals and objectives as they pertain to recognizing and honoring various professionals who have made significant contributions within one of the diverse disciplines associated with the healthcare supply chain.
It is truly a treasured honor to be selected by the Board of Directors to receive recognition as an inductee into Bellwether League’s hall of fame.
What attracted and motivated you to join the healthcare supply chain management field when you did?
As a young man and having had exposure to the healthcare delivery system I was seeking a career that would provide challenges in terms of managerial skills and the opportunity for both professional and personal growth. I was fortunate that St. Anthony Hospital provided the beginning of that opportunity.
For what one contribution would you like to be most remembered?
When one examines the progression of professionalism associated with healthcare supply management and the innovations implemented throughout the years, it would be difficult to lay claim to any single concept that had a profound impact. I would, however, like to be remembered for my commitment in developing and mentoring individuals in their career path and within our profession.
If you were to encourage people – either outside of healthcare or just out of school – to enter healthcare supply chain management and strive to be a future Bellwether League Inc. Honoree, what would you tell them?
When visiting with individuals who are uncertain of their career objectives, I have and continue, even in retirement, to identify the opportunities that prevail in healthcare aside from direct patient care. Available professional career choices that have been discussed include various facets of supply chain management. The discussions have centered on the challenges, and personal and professional growth opportunities as they relate to professional careers in the fields of materials management and group purchasing.
What is the one industry challenge you would like to see solved in your lifetime?
Greater recognition of the significant importance of healthcare supply chain management by upper management, CEOs, etc. Supply management is more than acquiring box A and moving it from location C to location D.
The Bellwether League’s published mission, vision and philosophy statements and actions are a critically important step in closing the existing recognition gap.
How important is effective and innovative supply chain management during tough economic times?
Limited importance. Why? In a period of economic downturn a greater focus is placed on asset management and the prudent management of available resources inclusive of personnel. However, my belief is that when the supply chain is managed in a prudent and professional manner the impact of an economic downturn should have only a limited effect. Effective and innovative management should not be in abeyance until a downturn in the economy, but it should be a continual process.