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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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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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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