Captis is a collaborative healthcare organization delivering increased clinical effectiveness and economic efficiency. The member driven and owned network has accomplished member objectives by establishing a culture of innovation, accountability and trust. Since the organization was formed, members have established proven processes that generate value by committing to collective decision-making. With 91 members, 300 contracts in its portfolio and $14 billion in annual member supply spend, Captis has documented over $720 million in savings since 2008. Captis is supported by Mayo Clinic Supply Chain, Mayo Clinic Clinical Quality Value Analysis and Vizient.

Founding Principles

Captis was founded on the members’ vision to increase efficiencies and reduce expenses by aggregating spend and redesigning supply chain processes through collective decision making. To achieve this vision, members agree to the following principles:

  • Make decisions collectively based on what is best for the alliance as a whole, rather than individually for their organization.
  • Hold each other accountable for delivering upon commitments to Captis.
  • Follow behavioral guidelines that protect the integrity of the Captis brand.
  • Utilize Mayo and Vizient’s "go to market" strategy.
  • Create a single voice throughout supplier negotiations.
  • Participate in innovation that drives value.



annual supply spend

  • $910M

    in member savings since inception

  • $45M

    in member rebates pain in 2019

  • $60M

    in innovation program savings and revenue



Total Members





Class A (9 members)
Froedtert Health
Gundersen Health System
Mayo Clinic
NCH Healthcare System
North Memorial Health Care
ProHealth Care
Class A1 (22 members)
Baptist Health
CarolinaEast Health System
Centra Health
Cooper University Health Care
Covenant Health
Denver Health
Inspira Health Network
Lake Health
Lakeland Regional Health
Main Line Health
Mercy Medical Center (Cedar Rapids)
NorthShore University HealthSystem
Palomar Health
Sparrow Health System
St. Bernards Healthcare
The University of Kansas Health System
Unity Health | White County Medical Center
University of Arkansas for Medical Sciences (UAMS)
Washington Regional
Westchester Medical Center
Class CCP (1 member)
Sanford Health
Class B (50 members)
Altru Health System
Arkansas Methodist Medical Center
Arnot Health
Bassett Healthcare Network
Beaver Dam Community Hospitals, Inc.
Bellin Health Systems
Beloit Health System
Boulder Community Health
Bristol Health
Butler Health System
Cayuga Health System
City of Hope
Comanche County Memorial Hospital
Community Memorial Health System
Duncan Regional Hospital
Excela Health
Fayette Regional Health System
FHN Memorial Hospital
Great Plains Regional Medical Center
Holy Family Memorial
Holy Redeemer
Hunterdon Healthcare
Jackson County Memorial Hospital
Kingman Regional Medical Center
Lake Region Healthcare
Little Company of Mary Hospital and Health Care Centers
McAlester Regional Health Center
Norman Regional Health System
North Kansas City Hospital
NorthBay Healthcare
Northeastern Health System
Northwest Community Healthcare
Penn Highlands Healthcare
Phoenix Children’s
Prairie Lakes Healthcare System
Ridgeview Medical Center
Silver Cross Hospital
St. Clair Hospital
St. Luke’s
St. Peter’s Health
Stillwater Medical Center
Summit Health
Swedish Covenant Health
Tri-City Medical Center
Trinity Health
Valleywise Health
Yampa Valley Medical Center
Yavapai Regional Medical Center
Yuma Regional Medical Center
Class C (14 members)
Bay Area Medical Center
Cambridge Health Alliance
Cape Regional Health System
Dickinson County Healthcare System
Elkview General Hospital
Grady Health System
LifeCare Medical Center
Mercy Hospital (Moose Lake)
Mercy Iowa City
Oneida Healthcare
Regional Medical Center
Signature Healthcare
Thorek Memorial Hospital
War Memorial Hospital
Additional Members
Class V (1 member)
Class S (1 member)
Allina Health (Rx)
= New Member in 2018
= New Member in Q1 2019
= New Member in Q1 2020



Board of Managers

Anthony Guaccio
Chair, Chief Executive Officer
Swedish Covenant Health

Sets the strategic direction and guides all business activities.

Business Development Committee

Jeff Wicklander
Chair, President
North Memorial Health Care

Develops strategic programs in support of the mission and vision.

Clinical Committee

Mark Matthias, MD
Chair, VPMA
CentraCare Health System

Ensures physician involvement in product evaluation and focus on clinical leading practices and outcomes.

Finance Committee

Bill Munson
Chair, CFO
Boulder Community Health

Monitors financial performance, budgets and accounting of savings, fees and distributions.

Operations Committee

Dave Weigel
Chair, Director of Materials Management
Prairie Lakes Healthcare System

Develops, implements and assesses strategies to enhance the contract portfolio, gains supply chain efficiencies and approves contracts.

Pharmacy Council

Loren Carrell
PharmD, BCPS, Chair, Administrative Director
Pharmacy, Gundersen Health System

Provides fiscal, clinical, intellectual and operational value to pharmacy program members.




Captis 2.0 programs will continue to create substantial incremental value for Captis members over the coming years. In 2017 alone, 2.0 programs generated $32.1 million in savings and more than $4.4 million in program revenue.

Captis is pleased to showcase four of the 13 programs in this year’s report.

The founding vision of Captis was to increase efficiencies and reduce expenses by aggregating spend and redesigning supply chain processes through collective decision making. In March 2014 the Board of Managers approved a revision to the organization’s strategy which calls for the development of innovative programs that deliver value outside traditional areas of sourcing and contracting.

This enhanced program strategy is referred to as Captis 2.0 and delivers value by:

  • Achieving improvements together that are improbable when systems act alone but may be attained when systems act collaboratively
  • Evaluating product and service consumption
  • Creating efficiencies by impacting functions beyond sourcing and contracting
  • Unlocking value by operating activities previously performed by suppliers and members
  • Pursuing value of all kinds (cost savings, utilization savings, clinical enhancements, growth enablement, capital allocation and funding, revenue enhancement, etc.)


Revealing insights strengthen relationships


Providers improve patient safety and reduce blood-related costs


Custom Procedure Tray formulary process identifies high-quality products, savings and supply chain efficiencies


Pharmacy Program challenges rising costs