healthcare-case-study

University of Texas Southwestern / William P. Clements Hospital

Beltmann Integrated Logistics provided a full logistical turn-key service for UTSW’s 1.3 Million Sq. Ft. replacement hospital in Dallas, Texas.

Our Role

Our Role

Beltmann’s role included fit up planning and coordination of new equipment, warehousing, re-delivery, final room placement, assembly and installation of more than 16,000 pieces of new medical equipment. We were also responsible for the move management and relocation services of existing medical equipment, IT equipment, furniture, records & files, supplies and office contents from multiple facilities at the campus of UTSW into the new William P. Clements Hospital. This all had to be completed over a 21 day, multiple phase schedule.

challenge

Challenge

Due to the sheer size and complexity of this project and the multitude of services provided, we had to assign and match multiple project managers and teams with their specific areas of expertise. Due to some delays in construction and the procurement process, the duration of each service was impacted from the original schedule. Beltmann provided additional resources, including project managers, healthcare technicians, other crew members, vehicles, and equipment, to ensure the project was a success.

solution

Solution

We assembled experienced teams that were responsible for freight management, equipment receiving and inventory control, equipment implementation (placement, assembly and install), and relocation service management and implementation. We created, modified, and implemented a day by day timetable of all the product that was relocating. This document was called a micro-move schedule. As part of the new equipment services, we provided FOB Origin transportation and expediting services for a portion of the 16,000 pieces of new equipment from the manufacturer’s facilities to multiple locations in Dallas, Texas. This included warehousing over 800,000 lbs. of product and re-delivery of over 100 truckloads of product from the warehouse to the new healthcare facility. All of our services were provided in three phases over a 60 day period.

Real Results

Real Results

Our team met all schedules, budgets and commitments on this project for all of our logistics services. There was extremely minimal damage (less than 0.1% of total value) to both new and relocated equipment. There were no reports of any workman comp claims or physical damage to facilities. Project duration began with planning in June of 2013, and the entire project was completed in February of 2015, followed by the successful move of over 200 patients to the new facility.

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