An EHR implementation involves more than just the EHR vendor. As we approach the November 1^st Epic go live at the University of Vermont Health Network, the interfaces and interdependencies with other vendors become more critical. As we review issues and risks that need executive level attention, multiple vendors are involved. Whether it’s ensuring their system implementation and interfaces are ready on or in advance of November 1^st, or it’s a product that we already use that just needs to work in a new environment, we are counting on them to share our sense of urgency and deliver as expected.

As I assist with some of these vendor relationships and escalations, I’m drawing on many years of experience with IT vendors – both software and infrastructure. We are fortunate to have a strong supply chain management team that partners with IT. They are involved from early on in vendor evaluations through contracting. They stay connected to IT and step in to lead or assist when we have vendor issues after implementation.

Two of my previous blog posts provide guidance on creating win-win relationships with vendors. In “Keys to successful vendor management” I outlined some key success factors:

1. A good product roadmap: It should be clear what core solutions are available now and what their path forward is for the next several years.
2. More service than sales – a strong service culture should be evident in the sales cycle and demonstrated throughout the duration of the relationship. A focus on service should be engrained in every one of their employees.
3. Total Cost of Ownership (TCO) – you and the vendor should develop this together. It should include initial one-time fees, ongoing costs for their products and services, all required 3^rd party products, and your internal staff. There should be no hidden costs or “gotchas” later.
4. Reputation – be sure to do your in-depth reference checks. Colleagues in similar organizations are a great source of honest, candid information and experience – good and bad. If your vendor is going to host or manage the application/service for you, check on the change management and operational maturity with colleagues and references. Resources like KLAS, Gartner and others can be leveraged as needed.
5. Solid contract – once it is negotiated and signed, you may never have to look at it again. But if you do, ensure you are protected.  There is growing market consolidation among larger vendors; start-ups are often acquired by larger firms. Ensure you are protected under these scenarios. Ideally you have someone in your Legal or IT department who focuses on technology contracts and knows the common issues and standard terms.
6. Implementation – your vendor should provide onsite resources that are integrated with your internal team. Issues tracking and resolution is a joint effort. Status reporting should be a shared effort with a very objective, accurate view.  It should include an executive dashboard on status, milestones, issues and budget.
7. Escalation – problems will inevitably occur. Escalation process should be clear from the start with a point person for both the vendor and your organization.

In “What to expect from your vendors” I outlined what makes up a successful ongoing vendor relationship:

1. Excellent customer service: this means being highly responsive, providing quick resolution to issues without escalation, and well-trained, expert support staff. All in the context of a service culture.
2. Effective account management: every client needs a primary point person who is the face of the vendor, who effectively and expeditiously navigates the vendor’s organization regardless of its complexity on behalf of the client, tracks and reports on all open issues and ensures overall excellent customer service.
3. Executive level relationship: vendor executives who regularly meet with client executives to ensure an effective, ongoing win-win partnership and who understand and support the client’s strategic plans.
4. Long term value for the investment: vendors should work with their clients to help them fully leverage and utilize current products they have already licensed, have deep knowledge and transparency around the product roadmap, and sell new add-on products only when there is a clear client need.
5. Support mergers and acquisitions: provide pricing, licensing and maintenance models that enable and support continued mergers and acquisitions; not create burdens and roadblocks that hinder growing integrated delivery systems.

We all have our “worst vendor ever” stories but hopefully a lot more “awesome vendor to work with” stories. Whether you are a vendor or customer, I’d love to hear your perspective on the key to an effective vendor relationship.

Related Posts:

Keys to successful vendor management

What to expect from your vendors

It’s all about relationships