I was recently on a conference call with a health system’s Vice President of Supply Chain discussing the variances to cohort benchmarks and that key performance indicators were showing that they were running much higher than the cohort as well as year over year (e.g., category cost per surgical case and or adjusted patient day in this instance). This supply chain leader knew these big supply and service categories like the back of his hand and quickly pointed out that he knew they were buying at the best tier level and were standardized. So, his department has achieved its objectives by gaining the best pricing and contract terms. He stated that it was not Supply Chain’s job to manage how much the end clinicians consume of these products and services.