Physician engagement remains a critical component of successful value analysis in healthcare, particularly when evaluating contracts, clinical impact, and savings opportunities within high-impact service lines such as cardiovascular, orthopedics, and general surgery. The structure of this engagement, however, can vary significantly across organizations, with some IDNs having dedicated physician leaders embedded in their value analysis process, and others relying on informal, case-by-case involvement.

Join industry leaders as they share insights from each side - dedicated leadership and ad hoc participation – and navigate through real-world examples of how each approach has shaped decision-making, outcomes, and collaboration across service lines. 

Learning Objectives:
1. Compare varying models of physician engagement to determine optimal long-term results and sustained performance.
2. Distinguish cultural, operational, and governance factors that make different engagement structures work best.
3. Formulate an approach that you believe would be best tailored to your organization’s goals. 
4. Evaluate practical examples of physician engagement models to identify the risks and opportunities of each.  

As IDNs seek to advance their value analysis capabilities, aligning contracting strategies with a category management framework is becoming more essential than ever. With proper time and maturity, value analysis programs can evolve into a comprehensive category management approach that enhances clinical alignment and supply chain performance. By embracing these evolving strategies, organizations can better navigate complex purchasing landscapes while delivering improved patient outcomes and operational efficiency.

Join value analysis professionals as they explore best practices for integrating category management principles into your value analysis process to drive strategic, data-informed decision-making.

Learning Objectives:
1. Outline the core principles of category management and how they align with value analysis processes in supply chain.
2. Identify strategies for integrating contracts into a clinically-driven value analysis framework.
3. Demonstrate how a category management approach can enhance stakeholder engagement, standardization and long-term cost optimization.
4. Outline practical steps for initiating this integration process in your organization.

Physician preference or procedure cards, while extremely beneficial when utilized efficiently and in an organized manner, can quickly become overcrowded, outdated, and simply inaccurate, leading to the potential for operational inefficiency and waste. To fully understand the utilization of products and ultimately shift the focus from preferences to system-wide standards, it is crucial to communicate regularly and strategically with physicians. This enhanced communication between supply chain and physicians not only impacts procedure cards, but the organization as a whole. 

Join industry leaders with hands-on experience in optimizing procedure card processes as they share immediately applicable strategies for moving away from preference and reassessing the way you view physician utilization. 

Learning Objectives:
1. Analyze the impact of procedure card obsolescence on operational efficiency.
2. Define the strategic role of physician communication in identifying inefficiencies and shifting to system-wide standards. 
3. Outline a framework for optimizing cards that incorporates clinical and supply chain input. 
4. Differentiate between physician preference and clinically appropriate standardization to understand their impact on outcomes and overall cost.