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

For more information about Focus Group sessions at the 2025 Spring IDN Summit, please contact Trey Beuttel at 859.523.5701.

IDN executives’ priorities, needs, and expectations of suppliers have changed significantly over the years. Understanding and satisfying these new needs and expectations will be critical in successfully engaging healthcare leaders. But how can these changes be leveraged to impact the contracting process? Join us for an interactive discussion as healthcare consultants share insights into what you can expect from the contracting process looking ahead and offer strategies to mitigate current challenges facing suppliers.

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Today’s evolving market dynamics, global economic factors and innovative technologies are having significant impact on the healthcare ecosystem. More than ever before, life science companies and health systems must work together differently to improve performance.
 
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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In this session we'll explore how suppliers can effectively engage with their GPO to drive mutual value. Attendees will learn about the strategic advantages of partnering with Premier to enable better, smarter, faster healthcare.

Learning Objectives: 
•    Leverage data and insights for smarter decision-making 
•    Identify new ways to partner with your GPO 
•    Evaluate learnings to build actionable strategies for your organization

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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 2025 Spring IDN Summit, please contact Trey Beuttel at 859.523.5701.

HealthTrust Performance Group is unique in the industry as the only national GPO owned and operated by providers. This operator’s perspective influences and guides every decision, and is a key differentiator for HealthTrust in its ability to create value for both members and suppliers.
 
Join HealthTrust Performance Group leadership as they discuss the difference that is HealthTrust.
 
Learning Objectives:
•    Review HealthTrust’s unique model and capabilities
•    Understand the value the HealthTrust GPO model delivers to its members and suppliers
•    How do suppliers differentiate themselves when working with HealthTrust

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.

Strategic leadership in your organization’s Supply Chain demands a transformative perspective that goes beyond traditional operational approaches. Successful supply chain executives must learn to generate revenue through innovative methods, leveraging their unique perspective of organizational dynamics, and ultimately understanding how to run supply chain as a business. This shift in mindset requires supply chain leaders to think beyond standard practices and become strategic partners with a desire for operational optimization and long-term success.

Join supply chain executives as they explore strategies for supply chain leaders to elevate their role, demonstrating how a CEO-minded approach can unlock unprecedented value and drive organizational success.

Learning Objectives:
1. Differentiate between tactical and strategic approaches to supply chain management. 
2. Identify areas within your organization where traditional approaches may have overshadowed the most beneficial approach.
3. Demonstrate an understanding of the overlap between organization leadership and supply chain leadership
4. Outline the importance and value of a business-minded supply chain leader.

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Meaningful physician engagement extends beyond initial product selection to encompass the entire contract lifecycle and utilization process. Understanding value requires a strategic exploration of a product’s capabilities prior to use, as well as a thorough analysis of continued benefit once the product has been implemented. Through a structured pre- and post-decision review, organizations are able to not only define, but also measure value.  

Join healthcare leaders as they share their experiences in building effective physician partnerships that drive value and explore ways to measure that value in an effective and impactful way.

Learning Objectives:
1. Identify effective strategies to incorporate physician input into contracting and utilization practices.
2. Compare methods for defining and measuring value both pre- and post-decision.
3. Demonstrate ways to align clinical and operational priorities through enhanced physician engagement.
4. Outline actionable steps to foster collaboration and improve outcomes within healthcare organizations.

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With so many unknowns in supply chain, the ability to effectively understand and act on your organization’s analytics is a crucial tool for operational success. By leveraging these data insights, your organization will move beyond reactive approaches and instead proactively anticipate challenges you might encounter. This innovative approach to analytics not only enhances collaboration with supplier partners but can also provide your organization with the advantage of intelligent forecasting.

Join supply chain executives who have found practical and actionable methods for implementing analytics as they share beneficial insights from their findings. 

Learning Objectives:
1. Identify methods of obtaining relevant and applicable analytics related to your organization’s operation.
2. Evaluate your organization’s supplier partnerships and areas of limited transparency.
3. Demonstrate an understanding of predictive analytics and how they can be an asset to your organizational efficiency.
4. Outline an actionable plan for implementing data insights in order to proactively anticipate obstacles.

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Supply chain leaders are uniquely positioned to identify both untapped margin as well as areas of unrealized reimbursement potential. Looking ahead, it is necessary to identify margin at risk to not only catch the attention of your CFO, but also to evaluate areas for growth and assist your organization in accessing revenue and optimizing margins. 

Join industry experts as they explore key strategies for identifying margin at risk and uncover opportunities for improving financial performance within your organization.

Learning Objectives:
1. Identify methods to strategically optimize reimbursement in your organization.
2. Outline areas in your organization’s Supply Chain where margin is currently at risk or has the potential to be at risk in the near future.
3. Analyze the implications of reimbursement under the new administration.
4. Formulate an actionable plan for improving and optimizing margin in your operations. 

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In the wake of recent natural disasters and unexpected supply chain disruptions, many organizations are facing critical supply and drug shortages. These shortages often have complex implications, leading to increased costs due to alternative sourcing, surgery delays or cancellations, and often a significant rise in patient care challenges. During this period of volatility, it is crucial for pharmacy and supply chain leaders to think strategically about both alleviating current impact as well as building future resilience.

Join a panel of GPO representatives as they discuss the future outlook for supply and drug shortages and ways for your organization to adapt and evolve to recent obstacles through both immediate responses as well as long-term resilience planning.

Learning Objectives:
1. Identify areas of your organization compromised by recent supply and drug shortages.
2. Outline opportunities where your organization could build supply chain resilience through strategic planning.
3. Define supply and drug shortage resilience within your supply chain.
4. Evaluate both immediate and long-term response strategies to supply and drug disruptions.

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In today’s supply chain landscape of digital transformation and interconnected systems, cybersecurity threats have never been more significant. During this time of technological uncertainty and vulnerability, it is critical to understand and address these third-party risks with a proactive approach. By anticipating and preparing for cybersecurity challenges, your organization can develop strategies for maintaining operational resiliency.

Join industry thought leaders and explore strategies for navigating your organization’s cybersecurity, from developing resilient downtime procedures and business continuity plans to identifying high-risk applications that could potentially compromise your Supply Chain operations.

Learning Objectives:
1. Identify specific downtime procedures and business continuity plans to implement into your organization.
2. Evaluate specific dates, months, or periods in which the likelihood of cybersecurity risks is higher.
3. Define what ideal technological resiliency might look like in your organization.
4. Analyze other industries’ cybersecurity practices to gain insight into your own cybersecurity implementation.

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In today’s rapidly evolving healthcare environment, merger and acquisition activity can often lead to both unprecedented opportunities as well as complex challenges for supply chain operations. The merger and acquisition landscape is guaranteed to fluctuate over the next 18 -24 months, but understanding what this means for your organization is crucial to prepare for efficient and effective integration.

Join GPO representatives as they discuss strategies for post-M&A integration, drawing from both member success stories as well as lessons learned, and share methods for securing business with a newly integrated health system.

Learning Objectives:
1. Analyze the landscape of merger and acquisition activity and what it might look like in the coming years.
2. Define integration and what it looks like within a health system.
3. Compare member experiences to glean valuable insights.
4. Evaluate learnings to construct strategies that will be immediately applicable to your organization.

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Value analysis represents a critical intersection of clinical excellence, operational efficiency, and strategic decision-making for healthcare leadership. CQOs, CMOs, and CNOs increasingly view supply chain and value analysis as essential tools for driving patient outcomes and organizational performance. By aligning clinical expertise with strategic procurement, these leaders can effectively explain the importance of value analysis in their role and highlight areas for improvement in order to strengthen operations. 

Join executive clinical leadership experts as they share transformative insights into value analysis, unveiling its strategic potential and creating a collaborative approach that bridges clinical expertise with organizational objectives.

Learning Objectives:
1. Analyze how value analysis supports clinical excellence and operational efficiency within your organization.
2. Demonstrate the strategic role of CQOs, CMOs, and CNOs in supply chain operations.
3. Identify opportunities to strengthen organizational performance through improved value analysis practices.
4. Outline collaborative approaches that bridge clinical leadership and procurement to drive patient outcomes.

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In an age of digital innovation and advancement, there are now more ways than ever to measure and analyze data on an organizational level. But how is this data being measured, and in what ways is it being implemented to enhance operational efficiency or refine KPIs in the pharmacy? It is critical to understand the potential implications of innovations such as AI in the pharmacy in order to maximize the impact of data being gathered.

Join industry thought leaders and uncover the potential of AI as it relates to data analysis, and more specifically, the creation and implementation of KPIs within your pharmacy and overall organization. 

Learning Objectives:
1. Evaluate the current role of AI in measuring and interpreting pharmacy data within your organization.
2. Identify areas where data is gathered but not implemented to enhance clinical outcomes. 
3. Analyze implementation strategies of industry thought leaders and gain actionable insights.
4. Outline action steps for translating data into relevant KPIs in your organization.

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Effective supply chain collaboration requires a nuanced understanding of the total cost for suppliers to serve an IDN. By examining the intricacies that make up the “cost to serve,” supply chain executives and their supplier partners can uncover new avenues for driving mutually beneficial efficiencies and optimizing margins.

Join industry thought leaders as they discuss strategic ways to work with suppliers in a way that benefits both sides of the partnership and goes beyond getting a good price. 

Learning Objectives:
1. Define cost to serve and the factors that contribute to it within your organization. 
2. Identify potential inefficiencies in your current supplier partnerships.
3. Analyze the differences between thinking about high volume items rather than the whole book.
4. Evaluate the benefits of taking a formulary approach to the topic of cost to serve.

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Over the years, point of use technology has evolved, allowing for a more accurate understanding of product consumption in clinical departments like the OR or CathLab. Despite these technological advancements, inventory management and product consumption documentation can still be laborious for clinicians. To alleviate this burden, it is necessary to gain a better understanding of efficient inventory management techniques driven by procedural product consumption and the technology required to create this efficiency.

Join thought leaders as they discuss evolving technology capable of streamlining inventory management and product consumption documentation in procedural departments in order to uncover areas for improvement within your organization.

Learning Objectives:
1. Analyze point of use technology and its potential capabilities in your organization’s procedural departments.
2. Identify new technologies with the potential to streamline documentation of product consumption and inventory management.
3. Outline other industries in which product consumption is monitored in an efficient way.
4. Define what improvement in your organization’s product consumption process would practically look like.

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Since the COVID-19 pandemic, predicting product disruptions has been at the top of mind for many organizations. However, for some health systems, disruptions to supply chain are evident now more than ever. Incorporating resiliency into daily operations and future planning is critical in planning for the unexpected and predicting the unpredictable.

Join industry thought leaders as they navigate through methods of preventing product disruption as well as strategic ways to face disruptions when they do occur.

Learning Objectives:
1. Identify areas within your organization with the greatest potential for disruption.
2. Define resiliency as it relates to your Supply Chain operation.
3. Demonstrate a working knowledge of nearshoring, reshoring, and onshoring and their relationship with product resiliency.
4. Evaluate the current role of the government and their potential future role.

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In today's healthcare supply chain environment, the concept of "spend under control" extends far beyond traditional utilization strategies and value analysis processes. Modern supply chain leaders are redefining their approach to spend governance in both clinical and non-clinical settings alike. This evolution requires supply chain professionals to move beyond their “traditional” role and actively engage with business owners to drive accountability for spend decisions.

Join industry experts as they explore innovative approaches to spend management and share strategies for elevating supply chain's influence in spend decisions.

Learning Objectives:
1. Define spend under control as it relates to your organization. 
2. Formulate a list of actionable spend management insights that can be immediately implemented within your organization.
3. Compare spend governance implications in both clinical and non-clinical settings.
4. Analyze the differences between managing spend versus spend under contract.

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With financial considerations often at the forefront of decision making, pharmacy leaders continue to search for innovative cost savings initiatives to optimize pharmacy operations. Due to technological improvements and inventory management advancements, many organizations are looking toward adopting a centralized facility to streamline procurement, distribution, and logistics operations. But with so many forward-thinking cost saving solutions, it is crucial to discern which option is right for your IDN.

Hear from pharmacy thought leaders as they discuss strategic cost savings initiatives that they have implemented and how their learnings can be applied to your organization’s operations.

Learning Objectives:
1. Compare suggested cost savings initiatives to initiatives currently implemented by your organization.
2. Analyze the potential impact of technological advancements and inventory management improvements on pharmacy operations. 
3. Evaluate the potential benefits and challenges of adopting a centralized pharmacy facility.
4. List actionable cost saving takeaways that can be immediately implemented in your organization. 

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Supply chain plays a critical role in physician recruitment, serving as a partner in preparing new medical professionals for success within the health system. By collaborating closely with recruitment teams, supply chain representatives can ensure physician candidates are fully informed about the organization's product selections, equipment utilization, and product decision-making processes. This proactive engagement not only enhances physician onboarding but also reduces the risk of future misunderstandings.

Industry experts will explore innovative strategies for supply chain's pivotal role in physician recruitment, highlighting the importance of cross-functional collaboration and knowledge transfer to optimize both clinical performance and organizational efficiency.

Learning Objectives:
1. Identify methods for communicating physician qualifications to HR to assist in the recruitment process. 
2. Outline the impact of positively influencing physician recruitment early in the process.
3. Analyze potential discrepancies between the products in use at your organization and the information provided to physician candidates.
4. Evaluate the importance of communication in your own organization and areas for improvement.

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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 Performance Group | International Ballroom II

Premier, Inc. | National Ballroom D

Vizient, Inc. | International Ballroom III

Cap off Monday evening of the Summit with the Men’s National Championship Game Watch Party. Experience the thrilling game with fellow fans while you enjoy snacks, drinks, and time spent with new and old connections.