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Health Care Reform

Cost Center Analytics

There are five primary service areas that we offer within our cost center analytics division: visibility, sourcing, procurement, supplier management, and hospital-specific analytics.

Supplier Management
Hospital-Specific Analytics

Our CCA efforts do NOT place any upfront costs or financial risks upon employers. Upon being engaged, our professionals work with your internal personnel through the process of data assimilation. Upon receiving the requested data, our team completes its analytical processes and presents their findings. The financial savings we can generate for your firm are then shared with us.


Over the past ten years, purchasing has evolved from a support- and transaction-based organization to a strategic driver for margin improvement. In most enterprises, however, as much as 35% of the purchases go to non-preferred suppliers, thus diluting the ability to negotiate better contracts. Top executives agree that purchasing efficiency and sustained cost begin with knowing where the company spends its money. However, spend information can be spread across multiple systems and inconsistently categorized making it a challenge to determine category leveraging points.


Today’s business environment of globalization and low inflation make quickly finding the most competitive source of supply an imperative. Most enterprises find this the most challenging element of a comprehensive supply management strategy. Our sourcing professionals will help you identify spending trends, analyze your commodities, and identify potential sourcing opportunities.
Also, our sourcing experts assist global procurement organizations to leverage proven technologies and enhance their processes to support strategic sourcing initiatives including:

  • Review, modify and validate our client’s future-state eSourcing processes.
  • Create and obtain validation for the functional configuration for eSourcing applications
  • Contribute "leading practices" to the clients business process and technical teams
  • Participate in functional testing, lead user acceptance testing and obtain user acceptance test sign-off
  • Perform functional area specific activities according to the defined scope, project plan and timeline
  • Oversee the consulting team’s efforts to complete deliverables in a timely manner

Without an effective eProcurement system, an organization will have incomplete purchasing data, error-prone and paper-driven processes and rouge spending. eProcurement systems provide flexible, automated, and easy to use solutions that drive efficiencies while deliver lower costs and contract compliance. Implementing or upgrading your eProcurement application can be a challenging task without the appropriate expertise. A successful project depends on commitment from senior management; sound project management and strong user participation. Our dedicated eProcurement team has solid implementation experience that includes new implementations, upgrades, and worldwide roll outs.


We help our clients implement proven processes to assure and optimize supplier relationships. Our Supplier Management experts will collaborate with your stakeholders to customize a strategy that drives tangible benefits. The comprehensive approach taken is focused on sustainable results. We view technology as an enabler and will work with you to assess your needs and devise a plan to quickly solve your supplier management challenges.

  • Expedite the supplier enablement schedule for you by leveraging the current capabilities of its supplier base.
  • Provide direction to your suppliers by suggesting suitable technology and service options that can assist them in becoming rapidly enabled.
  • Accelerate ROI attainment by providing a larger base of enabled, preferred suppliers from which to purchase goods and services.

With NO upfront costs or financial risks to hospitals, we can identify more efficient purchasing avenues in primary procurement areas within some or all of the following cost center areas:

Medical supplies, medical equipment, facility supplies, other operating supplies (e.g., paper, etc.), maintenance/repair, safety supplies, and telecom.

Also, there are likely additional cost centers wherein new processes/alternative arrangements can provide a financial value proposition for the hospitals (to include - A/R: Credit Card; NSF: ACH & Check).

Finally, additional cost center evaluations may identify additional savings in various hospital-specific procurement areas (e.g., shipping, parcel).

All of the savings result from sophisticated software technologies that are implemented only after a detailed technical operational audit is completed. Any work necessary by hospital personnel is minimized (about 10 internal staff hours over a 2-4 week period).


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