Integrated Delivery Network Cuts Mail and Print Costs Through Centralization
An Integrated Delivery Network with approximately 18 hospitals and corporate locations was operating mail and print services across multiple facilities using a mix of delivery models, staffing structures, and outside vendors. As the organization grew, inefficiencies became harder to manage. Print production was fragmented, mail processes lacked consistency, staffing levels were higher than necessary, and leadership had limited visibility into cost and performance across the network.
OMG centralized print production, moved the organization to a digital-first mail platform, standardized workflows across locations, reduced mail staffing from 16 to 4, cut mail delivery from 5 days per week to 3, and removed two external print vendors. The result was a more efficient and standardized operation with lower labor costs, reduced vendor spend, improved visibility, and long-term operational savings.