Purchased services have grown into one of the largest and most complex categories of non-labor spend, yet many IDNs continue to manage them through fragmented ownership, inconsistent governance, and limited enterprise visibility. While supply and labor expenses often receive dedicated oversight, purchased services frequently span thousands of suppliers, decentralized decision-makers, and operational dependencies that introduce significant financial and organizational risk. Explore why traditional governance models struggle to keep pace, where value leakage occurs, and why purchased services have emerged as a strategic priority for executive leadership.

Join healthcare supply chain and purchased services leaders as they examine the governance challenges shaping this evolving category and discuss why enterprise-wide visibility is becoming essential to financial and operational performance.

Learning Objectives:
1. Identify the factors that make purchased services uniquely challenging to govern within an IDN.
2. Analyze common sources of financial, operational, and contractual risk associated with decentralized purchased services management.
3. Evaluate the organizational dynamics that contribute to fragmented ownership and limited enterprise visibility.
4. Assess opportunities to strengthen governance and improve oversight of purchased services across the health system.

Many IDNs have invested significant effort in improving purchased services contracting, yet fragmented ownership and inconsistent decision-making continue to limit enterprise value. Moving beyond transactional sourcing requires governance structures that align finance, operations, supply chain, and business stakeholders around shared priorities, standardized data, and clearly defined accountability. Through an interactive discussion and collaborative exercise, examine the critical first steps in transforming purchased services from a decentralized expense category into a strategically managed enterprise capability.

Join experienced healthcare executives as they explore practical governance models, common implementation challenges, and the organizational changes required to create sustainable purchased services management.

Learning Objectives:
1. Identify the foundational governance elements required to effectively manage purchased services across an IDN.
2. Analyze the roles of executive leadership, supply chain, finance, and operational stakeholders in enterprise transformation.
3. Evaluate data requirements and governance structures that support visibility, accountability, and informed decision-making.
4. Develop strategies for transitioning from contract-focused management to an enterprise governance model.

As purchased services continue to grow in scale and complexity, leading IDNs are shifting their focus from cost optimization to enterprise transformation. Emerging technologies, predictive analytics, AI-enabled workflows, and integrated supplier ecosystems are redefining how health systems govern external partnerships and evaluate long-term value creation. Explore the operating models, leadership capabilities, and strategic partnerships that will shape the next generation of purchased services management and position IDNs for greater agility and resilience.

Join executive leaders and industry experts as they discuss the future of purchased services governance and share practical insights into the capabilities health systems should begin building today to prepare for tomorrow's challenges.

Learning Objectives:
1. Identify emerging trends that are reshaping purchased services management across healthcare.
2. Analyze how AI, predictive technologies, and integrated operating models can enhance governance and supplier management.
3. Evaluate the organizational capabilities and leadership competencies required to support future-state purchased services strategies.
4. Develop actionable priorities for advancing purchased services management as a strategic enterprise function.