Start your Fall IDN Summit experience with coffee and 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

Rural hospitals face unique challenges and opportunities in their effort to provide healthcare in communities outside the urban landscape. From workforce shortages to financial constraints, these hospitals find themselves challenged by difficulties that many urban-centric hospitals do not often face. By better understanding the rural hospital environment, your organization can strategically partner with and gain market share with these hospitals.

Learning Objectives

1. Outline the challenges faced by rural hospitals when it comes to care delivery.

2. Analyze the current or potential impact of obstacles such as workforce shortages of financial constraints.

3. Identify effective partnership strategies between your business and rural hospitals.

4. Explain how understanding rural hospitals can lead to enhanced market share for your organization.

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In order to grow and maintain sustainability and resiliency, the relationship between suppliers and their GPO counterparts must continue to evolve and expand. What was once seen as a purely transactional approach to a partnership is now viewed as an opportunity for collaboration, strategic initiatives, and an overall increase in value among stakeholders. Due to this rapid development, there is a need for innovation now more than ever.

Join this GPO executive panel as they discuss both the future landscape of supplier challenges as well as the ways in which these challenges are being addressed.

Learning Objectives

1. Outline areas within your organization where there is development not currently being met with innovation or solutions.

2. Define what your organization’s GPO relationship looks like.

3. Evaluate methods to prepare your organization for future obstacles or challenges.

4. Assemble an actionable list of strategies for your organization to better partner with its GPO counterpart.

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The IDN supply chain sales channel is constantly evolving and supply chain executives’ priorities, needs, and expectations of suppliers evolve with these changes. Understanding and satisfying their expectations will be critical to successfully engaging supply chain leaders. How you leverage these changes will be critically important to growing your market share.

Join us for an interactive discussion as healthcare corporate account sales consultants share insights into what you can expect from the contracting process going forward and strategies for you to impact IDNs and your market share.

Learning Objectives

1. Analyze changes to the contracting process with IDNs.

2. Identify IDN leaders’ needs and expectations of suppliers.

3. Evaluate strategies to overcome current contracting challenges.

4. Outline how to leverage new priorities for a more successful contracting process.

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Lunch N Learns are in-depth educational forums offering opportunity 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 Fall IDN Summit, please contact Trey Beuttel at 859.523.5701.

Specialty pharmacy plays a crucial role in managing complex medical conditions and rare diseases, but is unfortunately often associated with high costs, restricted local availability, and limited pharmacist interaction. Recently, Vanderbilt University Medical Center’s specialty pharmacy program has made significant progress in these areas of difficulty, including financial counseling, free home delivery, and access to familiar.

Join representatives of Vanderbilt University Medical Center as they discuss their unique specialty pharmacy model involving integrated clinical pharmacy teams, optimized patient experience, and improved patient outcomes.

Learning Objectives

1. Analyze Vanderbilt University Medical Center’s strategic steps to optimize their specialty pharmacy division.

2. Outline areas for growth within your own organization’s specialty pharmacy capabilities.

3. Identify strategies implemented by Vanderbilt that address common pain points.

4. Describe the noticeable difference in operation due to Vanderbilt’s advancements.

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Dive into the art of the possible with Artificial Intelligence (AI) across the health care landscape and how/where AI is making a unique impact to enhance supply chain operations. We will provide key insights on the latest exploration trends of AI within health care supply chains as well as discuss best practices successful AI initiatives for adoption/adoption of new technology within supply chain operations. Whether you are on the fence or fully invested in AI for the future of your supply chain operations, this session may help illuminate some use cases and lessons learned.

Learning Objectives

1. Explain the major existing challenges that impact supply chain resilience across healthcare organizations that may impact care delivery and patient outcomes

2. Identify key benefits of AI and associated high-impact use cases that organizations can consider exploring for their supply chain operations.

3. Analyze key lessons learned from existing industry examples presented across planning and implementation phases to determine what steps organizations can take to intentionally invest in AI technology to enhance their supply chain operations.

4. Evaluate key determinants of the AI adoption framework including, key considerations around organizational fit, readiness, and regulatory requirements to help kickstart organizations’ journeys with AI for supply chain operations.

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Enhanced efficiency and greater cost-effectiveness are pressing needs for many organizations, creating the necessity for utilizing the best products in terms of both clinical value and overall financial benefit. Engaging physicians to work with you rather than facing resistance your organization can optimize its value analysis programs by reducing supply and other hidden costs.

Learning Objectives

1. Evaluate your organization’s current value analysis program highlighting key strengths and weaknesses.

2. Analyze the dynamic between supply chain and physicians.

3. Identify real-world examples of supercharged value analysis programs.

4. Outline areas in which procedural supply costs are not efficiently monitored.

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When considering areas for potential savings, it can be instinctual to fixate on price. However, price reductions are only one way of many to combat high costs.

This session will explore other opportunities beyond contract bid calendars such as improving GPO admin fee shareback, clinical lab outsourcing, different ways of approaching support services like clinical engineering and food service, clinical services like perfusion or hospitalist services among other ideas.

Learning Objectives

1. Evaluate the source of your organization’s savings opportunities.

2. Identify areas of strength where your organization is already prioritizing savings beyond price.

3. Analyze savings opportunities beyond traditional contract categories.

4. Draw conclusions based on examples to determine areas for growing savings.

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GPO partnerships utilized effectively can translate to mutual growth, innovation, and efficiency for both sides of the partnership. However, when viewed as a traditional vendor/customer relationship, collaboration effectiveness can be greatly diminished. By rethinking the GPO and provider dynamic, we can rethink the outcomes of this relationship as well.

Hear from GPO representatives in this session as they discuss strategies involved in being a better partner with best practices.

Learning Objectives

1. Examine the importance of effective GPO partnerships.

2. Identify the limitations of viewing the GPO-provider relationship solely through the lens of a traditional vendor/customer dynamic.

3. Explore areas for improvement within your organization’s GPO partnership.

4. Analyze how rethinking the dynamics of the GPO-provider relationship can lead to improved outcomes and mutual benefits for all parties involved.

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New compliance requirements and updated reporting procedures to the 340B program are approaching at the start of 2025. Included in these updates are simplified reporting requirements for 340B hospitals, a lump-sum payment as a result of reimbursement cuts, and a maintained payment rate to ensure fair drug reimbursements.

Join industry thought leaders as they uncover both the state and national implications of 2025 updates to the 340B program.

Learning Objectives

1. Analyze the 2025 updates to the 340B program and what they mean for you.

2. Outline the implications of the 340B updates for your organization.

3. Organize an idea of what these updates could mean for the future of the 340B program.

4. Evaluate state and national updates and where you could encounter both.

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While the healthcare supply chain can often be largely unpredictable, there are ways to predict outcomes, advancements, and initiatives that allow for a more proactive approach to viewing and preparing for the future. Gaining insights into future trends and strategies provides an opportunity to face the healthcare supply chain head on.

Join Eric O’Daffer as he highlights five tested and research-backed predictions for the healthcare supply chain through 2028 based on examples from specific health systems.

Learning Objectives

1. Analyze examples from current health systems preparing for the future.

2. Outline five actionable predictions relevant to the operation of your organization.

3. Evaluate the key factors contributing to unpredictability in the healthcare supply chain as well as strategies for mitigation.

4. Develop proactive strategies for anticipating future trends in the healthcare supply chain.

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A multitude of metrics are monitored by your organization every day, multiple times a day. But where are these metrics going after they are collected? For health systems, metrics can often go unnoticed for many reasons, but if monitored effectively, can lead to significantly streamlined operations.

Join industry thought leaders as they uncover methods of utilizing the data that your organization is collecting in order to take action against areas of weakness, or bolster processes that could be even more efficient.

Learning Objectives

1. Outline the importance of effectively utilizing collected metrics to streamline operations within health systems.

2. Identify miscommunications and reasons why metrics may go unnoticed within organizations.

3. List methods and strategies for effectively monitoring and analyzing collected data to identify areas of weakness and opportunities for improvement.

4. Draw insights from industry thought leaders on leveraging data to take proactive actions that enhance efficiency and bolster processes within organizations.

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In an ever-changing era of convenience and simplicity, healthcare has been forced to adapt to changes in patient preference, and often, a change in physical location. Programs such as Hospital at Home (H@H) continue to develop and expand to meet patient needs in a non-clinical environment, as the limitations and challenges of traditional hospital settings require innovative solutions.

Join industry thought leaders as they explore the potential for patients to receive personalized care in the comfort of their own surroundings, mitigating stress and inconvenience.

Learning Objectives

1. Explain H@H and its impact on the healthcare industry upon implementation.

2. Evaluate the validity of care outside of the clinical environment as well as any negative implications it might have.

3. List healthcare programs that provide care beyond the clinical environment.

4. Outline ways in which your organization can take advantage of at-home alternatives.

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The role of physicians is crucial in ensuring clinical and operational efficiency. In order to maximize value, organizations require an understanding of how these physicians are using the products that they are supplied. By evaluating physician product utilization, your organization has the potential to engage more effectively with physicians and create better clinical outcomes.

Join industry thought leaders as we refresh our knowledge of the intricacies of physician engagement while challenging ourselves on the importance of utilization and the data associated with it.

Learning Objectives

1. Define utilization as it relates to your clinical operations.

2. Demonstrate an understanding of physician product preference and its implications for your organization.

3. Analyze examples of organizations prioritizing physician engagement.

4. Identify effective methods of communicating data to physicians.

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Non-clinical purchased services can be essential for many organizations to support day-to-day operations. While these services are critical, they often come at a great cost to the organization, comparable to that of supply chain spend. With an efficient organizational governance structure, these non-clinical purchased service costs have the potential to be greatly reduced.

Hear from Sara Henderson of Avera Health and Howard Terrell of Ochsner Health as they highlights spend management experiences at their organizations, including the implementation of a governance structure used to oversee IT purchased services and other non-clinical opportunities.

Learning Objectives

1. Identify strategies for implementing an efficient governance structure to manage non-clinical purchased service costs.

2. Define non-clinical purchased services within your own organization.

3. Evaluate the relationship between supply chain and purchased services spend.

4. Analyze practical spend management strategies.

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To develop and implement efficient and effective scalable processes and internal controls at every step in the patient journey, revenue integrity is critical to your organization’s operation. Designed to eliminate revenue leakage and compliance risks, revenue integrity ensures that your organization is being properly reimbursed for services while remaining compliant with applicable laws and regulation and payment rules.

Hear from industry experts as they explore the complexities of revenue integrity, allowing you to provide a high-quality experience along the patient journey ensuring you are telling the patient’s story accurately, completely and in a codable fashion

Learning Objectives

1. Define what revenue integrity means in your organization.

2. Perform an extensive overview of your organization’s adherence to revenue regulations and payment rules

3. Identify areas at risk of non-compliance.

4. Outline the importance of revenue integrity throughout the patient journey.

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For many organizations, clinical and supply chain partnerships can allow for enhanced strategies to improve overall clinical operations. By understanding service line strategies and plans for growth, supply chain is better able to support them with appropriate investments.

Join service line administrators as they discuss strategies for building strong, supportive relationships that drive mutual success and growth in both the supply chain and service line.

Learning Objectives

1. Define the role of the service line within your organization.

2. Analyze the current relationship between supply chain and service line administrators at your organization.

3. Outline strategies for developing a stronger partnership with service line administration.

4. Explain how examples of service line partnerships can transform your organization.

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Data fragmentation is occurring more now than ever before, with a plethora of applications being used to track metrics at any given moment. With the right platform, this data has the potential to work together seamlessly, achieving interoperability across applications.

Through a comprehensive examination of best practices, dive into the nuances involved in creating an intricate data integration platform, ultimately building a cohesive data environment.

Learning Objectives

1. Analyze the challenges of data fragmentation and the importance of consolidating data elements from diverse system applications.

2. Identify key principles of interoperability and integration necessary for seamless data utilization.

3. Evaluate best practices in building robust data integration platforms to facilitate effective data management.

4. List examples to gain insights into the benefits of cohesive data environments.

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Change in leadership at any organization can prove difficult both to the incoming individual as well as the receiving organization. In this leadership transition, it is critical to balance new ideas and innovation while preserving established and effective processes. By creating a plan for changes in leadership at your organization, this integration can become much smoother.

Join Matt Putman and Richard Bagley of UC Health as they recount their experiences with a leadership transition and explain how they managed to propose new ideas while honoring more traditional practices.

Learning Objectives

1. Outline your organization’s current process for transitioning leadership roles.

2. Identify areas for improvement in your leadership transition process.

3. Evaluate strategies implemented by UC Health during their leadership transition.

4. Explain the importance of honoring current processes when transitioning into a leadership role.

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The negotiation stage of the contracting process is critical in aligning expectations, mitigating risks, creating mutual value, and ensuring mutual benefit between parties involved. However, an equally important step in the contracting process is managing the terms and conditions of this contractual agreement in order to set expectations and define anything that may be unclear.

Join industry thought leaders as they break down both the negotiation stage of contracting as well as strategies for the review and implementation of these contracts while effectively managing to the terms and conditions.

Learning Objectives

1. Define the contracting process as it functions in your organization.

2. Identify areas of uncertainty related to terms and conditions.

3. Outline best practices for managing expectations and defining ambiguous aspects of contractual agreements.

4. Formulate a strategy for effectively planning business reviews.

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As pharmacy and supply chain continue to coexist and develop their relationship, it is not uncommon for difficulties to arise impacting both parties. From inventory management challenges to communication breakdowns, these disturbances can disrupt the flow of supplies essential for patient care. By identifying these difficulties, there is an opportunity for collaborative solutions that can optimize efficiency on both sides.

In this session, join thought leaders from both sides of this dynamic as they discuss effective methods and strategies for fostering the relationship, resulting in optimized patient care and streamlined operational excellence as well as the DSCSA and its implications for your organization.

Learning Objectives

1. Analyze the relationship between supply chain and pharmacy in your organization.

2. Outline ways that supply chain and pharmacy can learn valuable information from one another.

3. Translate case studies and stories into actionable advice to take into the future of your organization.

4. List areas of overlap between supply chain and pharmacy.

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The landscape of cell and gene therapy contracting is complex and extensive. Aside from the inherent obstacles in contracting, cell and gene therapy contracting presents its own unique set of challenges ranging anywhere from navigating reimbursement models to negotiating pricing structures.

Join speakers as they explore how thoughtful contract design can drive accessibility and sustainability of cell and gene therapy treatments.

Learning Objectives

1. Outline the contracting process behind cell and gene therapy.

2. Explain difficulties faced by cell and gene therapy contracting

3. Specify opportunities unique to cell and gene therapy contracting.

4. Differentiate between cell and gene therapy contracting and other methods of contracting. 

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There’s no better place to be Monday evening of the Fall 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.

Premier, Inc. | Grand Sonoran E
HealthTrust Performance Group | Grand Sonoran F
Vizient, Inc. | Grand Sonoran G