GPOs remain a foundational element of healthcare supply chain strategy, yet many IDNs continue to underutilize the full breadth of value available through these partnerships. As contracting complexity increases and margin pressures persist, IDNs are reassessing how they engage with their GPO, from contract leverage and data utilization to clinical alignment, consulting support, and technology integration.

Join GPO leaders as they share perspectives on what differentiates highly engaged members and how IDNs can more effectively leverage GPO relationships to drive enterprise-wide value.

Learning Objectives:
1. Identify the key components of a highly engaged GPO member relationship across contracting, clinical alignment, and data utilization. 
2. Analyze strategies for enhancing contract leverage and optimizing GPO agreements to support organizational goals. 
3. Evaluate the role of data, consulting, and technology in strengthening GPO partnerships and decision-making. 
4. Develop approaches for increasing organizational engagement to fully realize the strategic value of GPO relationships.

Ongoing margin pressure has fundamentally reshaped the expectations placed on healthcare supply chain leaders, elevating the function from transactional execution to a central driver of financial performance and enterprise value. In response, leading IDNs are focusing on identifying areas of high clinical and operational variation, implementing targeted guardrails, and standardizing utilization practices in ways that preserve quality while improving cost efficiency. This requires closer collaboration between supply chain, clinical leadership, and operational stakeholders to ensure that decisions are both evidence-based and financially sustainable.

Join healthcare supply chain leaders as they share real-world approaches to managing margin pressure while strengthening collaboration across clinical, operational, and supplier relationships.

Learning Objectives:
1. Identify sources of clinical and operational variation that contribute to margin pressure within the health system. 
2. Analyze approaches for establishing utilization guardrails that support both cost management and quality outcomes. 
3. Evaluate strategies for leveraging data to improve standardization and reduce unwarranted variation across categories. 
4. Develop frameworks for aligning supply chain and clinical stakeholders to improve financial and operational performance.

The role of the Chief Supply Chain Officer continues to expand beyond traditional operational responsibilities, requiring leaders to influence enterprise strategy, strengthen clinical partnerships, embrace emerging technologies, and navigate an increasingly complex healthcare landscape. Drawing on findings from recent research examining the evolving responsibilities and priorities of IDN Chief Supply Chain Officers, this session explores how executive leaders are redefining success while balancing financial performance, operational excellence, and long-term strategic growth. In this interactive panel discussion, gain insight into how leading supply chain executives are approaching some of the industry's most pressing opportunities and challenges.

Join Eric O'Daffer and a panel of senior healthcare supply chain leaders as they discuss emerging leadership priorities and share practical perspectives on the future of executive supply chain leadership across IDNs.

Learning Objectives:
1. Examine emerging leadership trends influencing the evolving role of the IDN Chief Supply Chain Officer. 
2. Evaluate executive perspectives on clinical alignment, indirect spend management, AI adoption, and capital equipment strategy. 
3. Discuss how leading supply chain executives are adapting their leadership approaches to address enterprise-wide priorities. 
4. Apply insights from executive research and peer discussion to strengthen leadership strategy within your IDN.