Product nonconformities have long been a challenge for the healthcare supply chain, resulting from products not fulfilling their established requirements. This concern can lead not only to an abundance of waste, but an adverse patient experience. Nonconformance can create inefficiencies within the procurement process itself, requiring extra efforts to resolve cost increases.

Thought leaders from the University of Kansas Health System will discuss recent initiatives to improve processes around product nonconformance, including sharing cost and patient outcomes. The nonconforming product process is focused around quality and safety.

Learning Objectives
1. Define nonconforming products within your current processes.

2. Identify the impact of product nonconformities on patient safety and product quality.

3. Evaluate success stories and personal experiences regarding nonconformities.

4. Outline ways to aid in the handling of products that fall outside of internal processes.

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A clinically integrated supply chain should showcase cooperation among clinicians, supply chain experts, and senior leaders. This collaboration should optimize product decisions by efficiently utilizing data from all parties involved, including suppliers. The evolving expectations of patients as consumers and the highly regulated nature of healthcare are creating unique challenges and driving change to bring clinical alignment to the supply chain.
Monument Health has been a leader in their efforts to fully integrate the clinical team with supply chain. 
Monument Health’s supply chain leadership will discuss the processes needing improvement to address aligning supply chain efficiencies and patient satisfaction.

Learning Objectives
1. Define the best processes and systems needed to improve the clinical relationship with the supply chain.

2. Evaluate specific strategies employed by Monument Health to ensure clinicians' needs and preferences are considered in product selection and supply chain management.

3. Outline strategies to realign your organization with patient’s new care episodes.

4. Identify the evolving expectations of patients as consumers.

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The perioperative arena is the patient’s journey from diagnosis to discharge. For most IDNs, this makes up the largest single operating expense in the supply chain. It is critical to prioritize quality while considering clinical preference and financial outcome. 

As the perioperative arena continues to expand and develop, a strategic review is imperative. IDNs regularly face challenges when it comes to product decision-making, process optimization, and value analysis in the perioperative arena. Join Lehigh Valley Health Network and University of Mississippi Medical Center as they discuss their experiences in the perioperative arena and how changes in process impacted their IDN. 

Learning Objectives
1. Evaluate value analysis as a means to optimize cost reduction.

2. Define supply chain’s role in the perioperative process.

3. Outline the financial and clinical impact of supply chain in procedural areas.

4. Identify supply chain processes that are effective in the perioperative arena.

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