• Explore what systems theory is and why it is a necessary part of transforming your strategy for success in health care reform
• Define new structures and functions needed for this transformation
• Identify changes needed that support a strategic level plan that will link with the C-Suite
• Learn about the new role for supply chain executives, physicians and suppliers

• Learn how to identify opportunities to assess clinical performance, in relation to the choice and utilization of pharmaceuticals
• Discuss the interaction of clinical outcomes and supply costs, and a “systems” approach to physician preference item decision making
• Understand how using actual (not estimated) supply chain data and clinical data, with benchmarks, can more objectively assess patterns, results, and opportunities for improvement
• Recognize how to identify areas of opportunity based on variations (in hospital and physician performance on quality, operational, and financial metrics) and the correlation between patient outcomes and cost of supplies in order to collaborate towards improvement

• Recognize that most technology is focused on improving patient outcomes, but that it can improve the health of your supply chain business as well
• Learn how hospitals are benefiting by applying technology to the contracting process
• Hear a supplier's perspective on working with hospitals in new and innovative ways to reduce expenses and save time
• Discuss how all stakeholders can work together to create mutually beneficial contracts and long term efficiencies

• Discuss ways to create an environment of loyalty and trust
• Implement shared savings program — Negotiate contracts based on price and quality
• Obtain physician buy-in by getting physician leaders involved in the supply strategy
• Improve chain management — Explore how to eliminate stress between administration and physicians by increasing their input
• Consider bundled payments — Understand how this impacts the physician
• Bridge clinical practice and economic constraint
• Set a “common goal” and “mutual understandings”

• Get introduced to supply chain metrics — A historical perspective
• Learn how to quantify, interpret, set goals, and report
• Define the hospital supply chain’s critical elements
• Use metrics to create action plans that produce sustainable savings

• Learn how to begin to make smart acquisitions
• Understand the steps that should be achieved to make acquisitions sustainable, and at the same time, save money and create efficiencies
• Gain insight into what it takes to have long term visibility and to work as a team and define adequate but yet specific time frames to achieve those outcomes

• Understand how suppliers' relationships play a role in Regional Service Centers
• Discover what happens to the medical distributor with a Regional Service Center model
• Learn what services can be offered from a Regional Service Center
• Find out what happens to the GPO if a Regional Service Center does self-contracting
• Discuss what the management team looks like and how they are trained to ensure the success of a Regional Service Center
• Gain commitment in your organization as a member of a Supply Network/Purchasing Collaborative
• Structure a Supply Network/Purchasing Collaborative
• Support a Supply Network/Purchasing Collaborative
• Operationalize a Supply Network/Purchasing Collaborative as a member organization
• Address clinical acceptance in a Supply Network/Purchasing Collaborative

If you have a product or service that you would like to showcase in the market insight session please contact David Karp, Manager, Business Development at World Congress. Phone: 781-939-2468 • Email: [email protected]

• Understand the final ruling — What is new?
• Discuss the challenges of implementing standards
• Examine what systems will need to be re-engineered to handle the bar-coded items
• Explore how standards will have to be adopted and/or refined as a result of the regulation