SUMMIT NEWSLETTER: Supplier Education Sessions

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Key insights from Vizient Connections Summit sessions

SUPPLIER EDUCATION

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Our mutual customer [healthcare providers] are counting on us to redefine value and move beyond cost alone as the sole driver. Vizient and our key supplier partners have an opportunity to bring forward sustainable value that ultimately impacts providers' total cost to serve. Bryan Grossman

Supplier Value Drivers

Throughout the session, panelists described how they unlocked new and differentiated value with Vizient and provider members through each value driver.

Action Items

To learn more tactics for establishing a stronger relationship with Vizient, please click the icon to email SupplierPerformance@vizientinc.com.

Key Takeaways

There are specific tactics and strategies that national account managers can deploy to optimize their relationship with Vizient.

Moderator: Bryan Grossman, SVP, Supplier Performance and Category Management, Vizient

Redefining Possibilities for National Account Professionals

Reach out to discuss potential engagement strategies to create more value in your customer relationships. Click the icon to email SupplierPerformance@vizientinc.com.

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Our industry is at a crossroads where no one can go it alone and expect success. We all need to lean in together, and Vizient is honored to convene suppliers and providers to collaborate and optimize patient care. Kevin Galyean

Supplier Value Drivers

Vizient's strategic supplier process draws on data, insights and innovation; collaboration, strategy and implementation; and unique and differentiated connectivity.

Action Items

Key Takeaways

One key takeaway for suppliers is that there are numerous ways Vizient can support and inform your go-to-market strategy.

Moderator: Kevin Galyean, VP, Strategic Supplier Performance, Vizient

Customer Relationships Soar With Vizient’s New Strategic Supplier Process

To learn how to refine or create a better customer segmentation strategy, please click the icon to email SupplierPerformance@vizientinc.com.

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Our experience shows that following a strategic, multi-dimensional approach to customer segmentation helps accelerate growth. This includes evaluating customer clinical needs, sophistication, future patient demand and market dynamics. Beth Graefe

Supplier Value Drivers

Providers need support to tackle their biggest challenges. Customer segmentation can help identify the providers and markets where your solutions can have the biggest impact.

Action Items

Key Takeaways

Conducting a customer segmentation can uncover specific challenges customers experience and help you meet your customers where they are.

Beth Graefe, EdD, Senior Vice President, Supplier Performance, Vizient/Sg2; Igor Unman, Associate Principal, Supplier Performance, Vizient/Sg2

One Size Does Not Fit All — Successful Customer Segmentation

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The changes in the healthcare landscape have created more focus on growth, efficiencies and innovation, requiring innovative and dynamic solutions. Azra Behlim

Supplier Value Drivers

For a supplier, this landscape presents many opportunities to collaborate and innovate, Additionally, new opportunities to develop a unique value proposition for all types and sizes of health systems are increasing.

Action Items

Leverage your current portfolio for additional value with the pharmacy aggregation team to accelerate your market presence through programs such as RxCommit.

Key Takeaways

As healthcare systems implement new strategies to address evolving market trends, pharmacy is a strategic contributor to the future of the health system.

Moderator: Mittal Sutaria, SVP, Pharmacy Solutions, Vizient; Panelists: Ryan Pepper, AVP, Pharmacy Supply Chain, Oschner Health; Torry Thomas, Director, National Accounts, Beigene; Marcus Lumpuy, VP, Hospital Specialty, Pfizer; Azra Behlim, AVP, Pharmacy Sourcing & Program Services

Pharmacy Landscape: The Future is Here

VIZIENT SUPPLIER VALUE DRIVERS

• Align data, analytics and insights to optimize performance
• Provide unique and differentiated connectivity
• Foster collaboration and innovation
• Inform strategy development and guide implementation support

• One tactic to build a stronger relationship with Vizient (and help internal stakeholders see the possibilities) is to choose a collaborative project where there's a mutual win — for your company, for Vizient and for your shared customers.
• National account managers can transform their organization’s relationship with Vizient – through experts, data, insights and technology – to optimize care delivery.
• NAMs have an important role to play in articulating to their internal stakeholders Vizient’s evolved strategy as a performance improvement company.

Top Takeaways

• Vizient can support and inform your go-to-market strategy in numerous ways.
• There are many ways to work with Vizient beyond a contract.
• It's important to understand the value of engaging with Vizient across your organization.

What does that mean? As Vizient has evolved from a GPO to a robust healthcare performance improvement company, suppliers are no longer seen as transactional vendors; they are seen as full-fledged strategic partners.

Top Takeaways

• Care continues to shift to the outpatient setting at a quicker pace than ever. Workforce challenges persist, impacting all facets of the industry – suppliers included. Data and digital advancements, along with the shifting mix of payors, will keep everyone on their toes.

• Suppliers must look for and understand the changes that are happening – and adjust accordingly.
• Consolidation and mergers and acquisitions will continue to reshape the healthcare industry, and emerging market players will disrupt healthcare.

Top Takeaways

Action Items

SHORT TERMNAMs should educate their internal teams on Vizient’s evolved strategy and encourage their leadership teams to "lean in" to the relationship.LONG TERMNAMs should establish an 18- to 24-month roadmap with their Vizient team that highlights specific goals and tactics to advance the relationship and better optimize capabilities and access points.

Action Items

• Work with Vizient and your portfolio executive on enhanced contracting programs.
• Leverage your current portfolio for additional value with the pharmacy aggregation team to accelerate your market presence through programs such as RxCommit and the Vizient Oncology Network.
• Connect with the Pharmacy Services team to optimize your market insights and member connections by utilizing Vizient data capabilities, subject matter expertise, and member engagement platforms.

• Health system needs today are different and pharmacy is a strategic contributor to the future of the health system.
• There are new ways Vizient pharmacy is addressing the changing market needs and product access.
• Differentiated value can be delivered in partnership with various pharmacy solutions that directly impact member performance.

Top Takeaways

Action Items

• Establish new perspectives on how to target sales channels that encompass the larger universe of customer priorities.
• Consider how providers want suppliers to show up – a one-size-fits-all versus a tailored approach.
• Suppliers must know what provider customers are facing and how they are responding. There is a tremendous focus on improving data capabilities that are integrated across a health system and can continuously show where opportunities exist. Think data exchanges, AI and real-time alerts.

Action Items

• Establish a connection with Vizient’s Supplier Diversity, Environmental Sustainability and Assurance programs and highlight to the provider market how your organization is performing in these areas.
• Allow Vizient to show you how insights, data and expertise can benefit your organization.
• Determine how you will evaluate your customers’ strategic, clinical, operational and financial priorities. What metrics are most meaningful? Where will you obtain data? Target the customers that make the most sense for your products and tailor your message.

• How do you tailor your value proposition to customer needs?

• Which groups of customers have similar priorities or face similar pain points?
• Are your targets today really the right ones?

• Which customers should you pursue first or avoid completely?
• Which customers have the greatest need for your solutions?

• Which customers have the greatest ability to adopt your solutions?
• What are the most effective customer access points and sales channels?

To pinpoint opportunities, ask yourself a few questions: