"To me both are critically important to the success of a supply chain organization. 'Optimizing the present' speaks to the need to understand current state (benchmarking baseline performance), opportunities for improvement, implementation of improvements, monitoring and sustaining such improvements followed by another cycle of continuous improvement or optimization activities. An example of this type of work would be projects that are implemented in phases. Each phase represents an improvement or optimization of work already completed.

"'Optimizing the present' speaks to reducing supply chain costs using data to support contract negotiations and discussions. This is effective in discussions on cost per case and is important in measuring progress the financial impact from new contracts. It is tactical in nature. 'Creating the future' is more visionary. It involves bringing new strategies into supply chain. Examples include inviting physicians to help control the medical supply formulary or inviting vendors help reduce costs through performance improvement efforts that benefit both the vendor and the hospital. Both activities offer a multi-pronged approach to strengthening supply chain."

"Consumer and patient needs are driving systemic changes in the way that healthcare is delivered today and in the future. The entire healthcare ecosystem is adapting to new realities and demands, a trend that is gaining momentum as new technologies are introduced, regulatory timelines advance, delivery of care evolves and cost controls become increasingly urgent. An organization that functions in the present — addressing the day's problems reactively — is operating in survival mode, succumbing to the tyranny of the present. To be ready for the transformational changes ahead, supply chain professionals (and their entire organizations) need to be looking forward. By focusing on innovation, trying new ideas and taking risks, these people can act as disruptive engineers of the future. It is an exciting time in this industry. The supply chains that can innovate and meet new demands are the ones that will excel in the evolving healthcare system."

"'Optimizing the present' to me is providing the highest levels of services and support that can be delivered at the moment, given the current structure, staffing and resources available. Whereas 'creating the future' involves defining the future strategic mission for Supply Chain and then building/developing the skill sets and processes to support the future needs of the organization and supports the needs of the physicians, clinicians and staff in delivering ever improving outcomes at ever lower costs per patient."

"Supply Chain is a set of workflows addressing the end-to-end creation of products\services and their eventual use and payment. Optimizing these array of process improvements whether it be procure-to-pay, manufacturer delivery or contract development are just a few of the many sub processes that make up a supply chain today. Continued focus on the efficiencies and effectiveness of these sub processes is a tireless ongoing set of work among our supply chain professionals today. Ensuring that an environment within supply chain that centers on a culture of improvement and collaboration among the various stakeholders and customers is imperative. Setting a course that prioritizes these set of improvements including the deployment of lean principles is required so that all involved clearly engage and see the "end game" of an optimal end to end supply chain.

"'Optimizing the present' is doing the best you can do every day to create value for your internal constituents. 'Creating the future' is truly being an integral part of the clinically integrated supply chain as the supply chain can affect quality and strategy in a very big way. Creating the future also means recognizing that innovation can disintermediate certain needs for traditional products, if new products/systems result in better quality and lower the total healthcare continuum costs."

"'Optimizing the present' means that we are prepared to meet the organization where it is right now. For me, that has meant aligning my team in such a way that the enterprise can have very direct line of sight to the various channels we serve — hospital, ambulatory, physician, etc. 'Creating the future' is simply about finding a way to succinctly explain to senior leadership where we fit in the strategic plan and what it will take for us to be most successful in that vision. Our focus on the consumer has meant that I have had to work closely with our Experience teams to explain aspects of a product lifecycle, how to build solutions from disparate sources, and how we should build risk sharing into new and novel contracting approaches."

"Optimizing the present — achieving excellence in all of the logistics of supply chain management.