Today’s most successful organizations begin with the end in mind. Asking not just where we are today, but where we want to be in the future. Hear from an industry leader who has adopted this forward-thinking mindset, defining the destination and working backward to figure out what it will take to achieve the desired results. Translate bold visions into actionable roadmaps through intentional investments, decisive leadership, and cultures that embrace innovation and adaptability. 

Learn how to bridge the gap between aspiration and execution by breaking down long-term vision into tangible milestones, resource requirements, and cultural shifts that prepare your organization for tomorrow's challenges.

Learning Objectives:
1. Explain a clear future-state vision for your supply chain organization that aligns with broader enterprise goals and market trends.
2. Design backward-planning frameworks that translate long-term vision into prioritized initiatives and near-term action steps.
3. Identify critical investments, leadership capabilities, and cultural elements required to support transformation.
4. Develop an actionable roadmap that bridges current state and future vision through strategic milestones and measurable progress indicators.

Supply chain leaders who migrate to healthcare from outside the healthcare sector bring a different perspective to traditional challenges. In this session, healthcare supply chain leaders share lessons learned from their time leading supply chains outside of healthcare and explore how those strategies can be adapted to drive innovation, improve efficiency, and streamline transformation, ultimately resulting in a reimagined healthcare supply chain. 

Gain fresh insights from executives who have successfully translated best practices from retail, manufacturing, logistics, and other industries into the unique healthcare environment.

Learning Objectives:
1. Compare supply chain practices from non-healthcare industries to identify transferable strategies that address common healthcare challenges.
2. Evaluate cross-industry innovations and determine their feasibility and potential impact within healthcare supply chain operations.
3. Apply lessons learned from outside industries to overcome resistance to change and accelerate transformation initiatives in your organization.
4. Adapt proven external strategies to healthcare's unique regulatory, clinical, and operational requirements for practical implementation.

Purchased services have long been part of healthcare operations, encompassing outsourced activities that support both clinical and non-clinical functions. While traditionally, purchased services meant on-site support such as environmental services or food services, the definition and strategic management of these services are changing. Hear from industry experts as they examine methods for managing, not just touching, indirect spend initiatives, and how to implement these methods practically in your organization.

Discover how leading organizations are moving beyond transactional oversight to strategic governance of indirect spend categories that often represent significant untapped savings opportunities.

Learning Objectives:
1. Recognize the evolving scope of indirect spend and purchased services beyond traditional categories to identify new areas of strategic opportunity.
2. Distinguish between tactical "touching" and strategic "managing" of indirect spend based on governance models and performance outcomes.
3. Implement practical frameworks for gaining visibility, control, and accountability across diverse indirect spend categories.
4. Calculate potential value capture opportunities within your indirect spend portfolio using strategic management methodologies.