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.

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.

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.