Start your Spring IDN Summit experience with breakfast as you connect with peers, make new connections, and prepare for a productive event.

Participants gather with their provider peers in this small-group research setting and share observations and insights on issues impacting the healthcare supply chain. Each of the Focus Groups is limited in size, with breakfast served in both sessions. 

Session One: 8:00 AM - 9:15 AM 

Session Two: 9:30 AM - 10:45 AM

From emerging technology to margin management to global economic factors and more, evolving market dynamics are impacting the healthcare industry and requiring life science companies and health systems to work together differently.

In this session, supply chain leaders from Vizient will share expert analysis on trends, disruptors, and opportunities in our healthcare industry – as well as the organizational shifts that will help meet these market changes.  You’ll learn how we combine data, insights, and innovation with our unique partnership model to help suppliers and providers move beyond transactions into the strategic relationships that are key to long-term performance improvement. Finally, we’ll describe a few success stories about how collaboration and commitment led to new pathways to value for our supplier customers.

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What happens when a traditional GPO model transforms into a tech-enabled one? From purchased services to clinical trials, Premier can help suppliers strengthen their supply chain and accelerate go to market strategies. Join us to learn how an integrated GPO redefines your relationships.

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Healthcare providers are seeking solutions to improve the healthcare ecosystem, but with limited resources, finite budgets and the speed at which change is necessary, providers need support from trusted partners now more than ever. The discussion will focus on how suppliers and HealthTrust can work together to maximize and unlock value.

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Lunch N Learns are in-depth educational forums offering opportunities for discussion of current issues impacting the healthcare supply chain. These invitation-only sessions allow host companies the chance for open dialogue about strategies, problem solving and informed decision making in the changing atmosphere of the healthcare supply chain.

Led by industry leaders, these provider-only sessions are designed to be interactive and provide access to experts from a variety of backgrounds and experiences. Each session will afford ample opportunity for open dialogue with the presenting companies. 

For more information about Lunch N Learn sessions at the 2024 Spring IDN Summit, please contact Trey Beuttel at 859.523.5701.

Enjoy lunch in the warm Florida sunshine or grab a seat inside with colleagues, both options will help you refresh and recharge for the Spring IDN Summit afternoon activities.

Join executive supply chain leaders from Ardent Health Services and MD Anderson Cancer Center as they share ideas on reducing inventory cost and improving patient and staff satisfaction using demand planning and inventory management. Discover the impact of factors leading to inaccurate demand signals being sent to the supplier community, as well as challenges surrounding excessive product inventory expiration, increases in overstocks, and product shortages among other operational challenges. 

Learning Objectives
1. Identify the factors behind the amount of inventory carried.

2. Outline applicable ways in which unnecessary costs can be eliminated through process optimization.

3. Analyze psychographic, demographic, and macroeconomic planning models to improve forecasting.

4. Define successful demand planning and inventory management for your IDN.

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Over the last five to ten years, healthcare delivery has been disrupted and your role is ever-changing. Among the issues that have impacted healthcare are ramifications of the COVID-19 pandemic, robotics-assisted surgery, shift in site of care, Affordable Care Act, pricing legislation impacting 340B, value-based payments, consolidation within healthcare, and other topics. This panel will discuss these disruptions and enlighten you on what they believe will be coming disruptions.

These future disruptions will have a significant impact on your operations and healthcare delivery. They’ll explore topics such as AI in healthcare, global supply chain resiliency, continued consolidation, new payment formats, technology’s impact on the supply chain, your future workforce, government intervention, among other topics. 

Learning Objectives
1. Outline the ways in which healthcare advancements over the past five to ten years have impacted your organization.

2. Identify the future disruptions of the healthcare supply chain.

3. Analyze successful initiatives that organizations have implemented to combat these challenges and discuss implications for the future.

4. Formulate a plan for you and your organization for future success.

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Unravel the intricate process of bridging the AI chasm, a crucial step that connects the fear of the unknown with healthcare AI with real-world implementation. Understand how AI innovations can be translated into clinical settings, gain insights into practical applications and deployment in healthcare, and bridge the gap between innovation and implementation.

In this session, we will shed light on innovative applications of Generative AI in medical research, diagnostics, treatment planning, and healthcare management and explore the challenges, breakthroughs, and ethical considerations associated with employing Generative AI in healthcare.

Learning Objectives
1. Evaluate the Role of AI in Healthcare: Participants will gain a comprehensive understanding of the role and potential of AI in healthcare, including its applications in diagnosis, treatment, and patient care. They will explore how AI can improve operational efficiency, patient safety, and quality of care.

2. Identify AI Innovations in Patient Care: Participants will delve into the ways AI can enhance patient care, such as through personalized treatments, predictive modeling, and improving patient experiences. They will also discuss the ethical considerations and potential risks associated with AI in healthcare.

3. Analyze Operational Efficiency as a Result of AI: Participants will learn how AI can be leveraged to improve operational efficiency in healthcare settings. This includes automating repetitive tasks, reducing waste, and optimizing resource utilization. They will also examine case studies where AI has successfully improved operational efficiency.

4. Outline AI in Healthcare Settings: Participants will understand the practical challenges and strategies for implementing AI in healthcare. They will learn about the importance of interdisciplinary collaboration, the process of forming and managing data science teams, and the steps to ensure successful AI implementation.

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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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Increased disruption from multiple fronts is changing the pharmacy supply chain and transforming your IDN. Breakthroughs are occurring at a record pace, building on the power of AI, robotics, new market entrants, and increased government regulation, are just a few of the challenges you are having to confront. Shifting from imprecision medicine to precision treatments, from a fee-for-service reimbursement model to a value-based model, changing the role of the IDN pharmacist and the delivery channels we know today. 

Join these three GPO leaders as they discuss how the changing landscape will impact your IDN. Bring your questions because there will be ample time for audience engagement.

Learning Objectives
1. Identify strategies to combat new entrants impacting your IDN pharmacy.

2. Outline opportunities to improve your organization’s operation through new innovations.

3. Evaluate the impact of shifting treatment models on the role of your IDN pharmacists.

4. Prepare your organization for changes in regulation and reimbursement.

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Staffing resources needlessly burden your contracting organization due to the scope and magnitude of contracting. Mistakes can be made in the contracting process and fulfillment of the contracts costing your IDN millions. 

Discover the transformative potential of artificial intelligence as it relates to interpreting and fulfilling contracts. Hear from representatives of Cleveland Clinic as they discuss the impact of AI on their organization and what implementation means for the contracting process. In this session, explore the innovative technologies that, when utilized, may bolster and reshape all facets of the supply chain.

Learning Objectives
1. Investigate success stories from Cleveland Clinic to see what implementing AI changed in their day-to-day operations.

2. Identify ways in which AI offers to optimize operational processes within your organization.

3. Construct actionable strategies for implementing artificial intelligence in contract fulfillment.

4. Define success in healthcare supply chain contracting by implementing artificial intelligence in the process.

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Transparency in the healthcare supply chain is a two-way path of open communication vital to the efficiency of suppliers and hospitals alike. A lack of straightforward communication between these two parties can prohibit accountability, reliability, and ultimately, sustainability. Not only is this concept critical to operating an efficient supply chain, but also to eliminating excess costs for your organization.

Join LeAnn Born as she quizzes two senior supply chain executives on their recent initiatives about bringing more transparency to their supply chain. Learn how being more transparent has benefitted Baylor, Scott & White Health and CoxHealth as they have continued to expand their operations. 

Learning Objectives
1. Evaluate the inventory consignment process’ financial impact on the organization.

2. Identify key strategies and critical successes in transparency collaboration with your supplier partners. 

3. Define suppliers’ unique role in fostering a supply chain’s transparency efforts. 

4. Investigate the impact of transparency on an IDN’s operational success.

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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 340B Program faces challenges from both suppliers and payers. Dozens of drug manufacturers have unilaterally blocked shipment of 340B drugs to “contract pharmacies”, i.e., independent, chain and/or mail order pharmacies under contract with 340B hospitals and clinics to receive and dispense 340B drugs on their behalf. Meanwhile, pharmacy benefit managers and other payers have cut reimbursement to 340B pharmacies or subjected them to other restrictive contracting practices. These threats have led to a proliferation of federal lawsuits and calls for reform by some members of Congress, but resolution is still years away. Frustrated with federal inaction, state legislatures have jumped into the fray by passing laws that, on the one hand, protect 340B contract pharmacy arrangements and prohibit discriminatory contracting by payers and, on the other, subject 340B providers to greater transparency and accountability. Our speakers will summarize and analyze these federal and state 340B developments, their impact on the supply chain and reimbursement practices, and where these trends are likely to lead. 

Learning Objectives

1. Describe current legislative and litigation activities at the federal and state levels that will likely shape the future of the 340B Program.

2. Analyze the implications of these program trends on the supply chain and third party payers.

3. Evaluate strategies available to 340B hospitals and clinics for mitigating current threats.

4. Identify future threats to the 340B Program and solutions for your organization.

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As Heraclitus said centuries ago, “the only constant in life is change.” Does this statement really apply to healthcare? For example, a recent survey found that 70% of change management initiatives do not deliver on expected results. Many organizations feel they may need to change, but bureaucratic impediments resist change. 

Joseph Jang will discuss his change management experience where he has partnered with 40 IDNs delivering over $500 million in margin improvement. He’ll identify barriers to organizational adaptation and provide a framework on how to drive and scale change. Ample opportunity will be given to discuss barriers that have prevented you from implementing the necessary changes for your organization. 

Learning Objectives
1. Evaluate the current healthcare landscape and highlight the need for change in your organization.

2. Analyze three key effective frameworks to drive and scale change.

3. Formulate key processes and implementation strategies to achieve organizational buy-in.

4. Specify areas of resistance to change and how to overcome these challenges.

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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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The demand for talent and effective leadership in supply chain is paramount to the success of your IDN. Competition to recruit and keep talented team members has never been more fierce. Talent recruitment and development demands extensive resources, both in financial and time commitments. With already strained personnel budgets how do you compete with other industries for the best candidates.

Join us as we bring together a unique panel to discuss competing for talent and developing your team to meet the ever-demanding goals for your supply chain organization. We’ll discuss a unique partnership developed to recruit new supply chain leaders, hear from a leading university leadership program on what motivates future leaders, explore what other industries are doing for talent recruitment, how a large IDN is developing their future leaders, among other topics highlighting solutions to assist you in the talent development arena.

Learning Objectives

1. Define successful leadership in your organization and the characteristics that make an effective leader.

2. Identify insights into skills required to lead effectively in the dynamic healthcare supply chain.

3. Evaluate steps that can be taken to improve your organization’s operations through changes in leadership ability.

4. Analyze your personal leadership development and identify ways in which improved ability can translate to personal and organizational success.

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Healthcare organizations continue to invest heavily in functional areas that will advance strategies tied to digitization, consumerism, data analytics and growth of new and different services. Significant resources have been expended in optimizing digital platforms and clinical systems. Supply chains are evolving to incorporate the use of digital assets to align with the mission of the IDN in delivering optimal patient care.

This session will dive into how organizations have moved to a more mature digital-first strategy building a more resilient supply chain for your IDN. Huron thought leaders will also discuss how utilizing technology platforms (ERP and EHR) to better align with clinical systems can improve inventory management, better manage distributor relationships, mitigate risk, and reduce supply chain expenses.

Learning Objectives
1. Identify what technologies and innovations your organization can utilize to improve organization operations.

2. Formulate communication channels and collaboration techniques are required to successfully digitize your supply chain.

3. Evaluate what successful initiatives digital-first IDNs are launching to mitigate risk in their supply chain.

4. Analyze the future of the digital supply chain and what opportunities will be available to your organization.

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Designed to enhance the safety and security of the United States pharmaceutical supply chain, the DSCSA plays a critical part in safeguarding patients by ensuring drug supply chain integrity. This is accomplished through interoperable, electronic package tracing, annual licensure reports from wholesale distributors and third-party logistics providers, and other regulatory tools that aide in the detection and removal of dangerous drugs from the supply chain.

Join industry thought leader(s) as they discuss DSCSA initiatives to prioritize patient well-being and supply chain integrity in collaboration with the Food and Drug Administration (FDA). Break down obstacles to patient safety such as counterfeit, stolen, or contaminated drugs including recalls and how these obstacles can be overcome.

Learning Objectives
1. Define how scanning the DSCSA Product Identifier enhances patient safety at your IDN. 
2. Outline methods of ensuring security within the pharmacy supply chain that suggest focus on FDA’s recent final guidance” and compliance policy “Enhanced Drug Distribution Security Requirements.”
3. Review the FDA’s latest final guidance on verification systems under DSCSA that manufacturers, repackagers, wholesale distributors and dispensers must have in place for potential future threats to the integrity of your pharmacy supply chain.
4. Discuss methods for confirming the entities you do business with are licensed or registered.

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Healthcare providers and suppliers have started establishing risk and resiliency planning in their supply chain and have implemented several initiatives over the last year. This session shares our findings and provides direction to healthcare provider CSCOs on how to build and implement a resilient supply chain.

It will cover insights gathered from supply chain executives about initiatives that should be prioritized such as disruption event communication, collaboration, data analytics, and mapping monitoring of supply chain partners.

Learning Objectives
1. Analyze recent CSCOs strategies on risk and resiliency planning. 

2. Outline how data analytics has improved monitoring of supply chain partners.

3. Lay out key components establishing risk and resiliency planning.

4. Evaluate supply chain insights regarding disruption, collaboration, and shortages.

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There’s no better place to be Monday evening of the Spring IDN Summit than at the GPO Receptions. Join HealthTrust, Premier, and Vizient as they offer IDN Summit attendees an opportunity to unwind from a full day in a fun and relaxed atmosphere. 

HealthTrust
National Ballroom B

Vizient, Inc.
National Ballroom C

Premier, Inc.
National Ballroom D