The digitization and automation of processes continues to prove paramount in today’s healthcare supply chain landscape, with IDNs looking for any possible way to integrate digital technology into daily operations. From predictive analytics to AI-driven decision-making, digital tools are reshaping how supply chain leaders anticipate needs, reduce waste, and improve patient outcomes. Understanding the difference between digitizing and truly transforming operations is the key to staying resilient and ready for whatever the future has in store. 

Join Tarun Kapoor as he outlines the journey to achieving digital transformation, the action steps required to reach this goal, and the obstacles you may face along the way. 

Learning Objectives:
1. Identify areas of innovation and digital transformation in healthcare that can be translated to meet supply chain needs.
2. Contrast the different steps along the digital transformation journey and what each step involves.
3. Outline a proactive plan for promoting organizational resiliency through digitization.
4. Compare current digital initiatives of your organization with those of your peers.  

In an ever-changing and always advancing healthcare supply chain landscape, it is critical to look to industry leaders for future-thinking ideas, innovations, and initiatives aimed at pushing the industry forward. By sharing these projects and initiatives with peers, supply chain professionals can gain insight into the leadership decisions, execution tactics, and lessons learned from the initiatives that are redefining the healthcare supply chain of today.

Join industry thought leaders as they highlight the most impactful projects that their organizations have implemented over the past one to two years and identify opportunities for implementation in your own organization.

Learning Objectives:
1. Identify emerging trends in healthcare supply chain leaders based on recent strategic initiatives.
2. Evaluate the recent initiatives at a high level to determine impact on operation efficiency, resiliency, and long-term value to your organization.
3. Compare initiatives between thought leaders and gauge the success of each.
4. Formulate ideas for adapting and applying proven innovative projects to meet your organization’s unique goals and challenges.

Technology and automation are more important in today’s healthcare environment than ever before. However, the people behind the process are who truly drive sustainable organizational improvement. Gaining C-suite support for strategic investments in supply chain staff is no longer optional – it is essential in ensuring your organization’s ability to operate seamlessly. From developing future leaders to embedding supply chain professionals deeper into operations, these targeted investments play a crucial role in transforming how your organization drives value.

Join industry thought leaders as they share real-world examples of C-suite buy-in and its impact on supply chain staff, and supply chain operations as a result. 

Learning Objectives:
1. Outline the importance of strategic investments on overarching organizational goals.
2. Formulate practical steps for engaging the C-suite support for supply chain positions.
3. Describe real-world examples of supply chain investments with measurable impact on organizational outcomes.
4. Classify key roles within a modern healthcare supply chain where new skills or responsibilities could drive added value.