Category: Valify Marketplace

Contract Optimization vs. Contract Renewal: Understanding the Difference

Contract Optimization vs. Contract Renewal: Understanding the Difference

By : | Published On : October 6, 2026

Key Takeaways

Contract renewal focuses on continuing an existing agreement, while contract optimization focuses on improving its value. Optimization evaluates spend, pricing, supplier performance, utilization, terms, and market benchmarks. For healthcare organizations, proactive optimization can identify opportunities to renegotiate, restructure, source alternatives, reduce costs, improve performance, and achieve sustainable savings beyond simply signing a renewal.

A purchased services contract reaches its expiration date. The vendor sends updated pricing, the service has been working reasonably well, and the organization agrees to continue the relationship.

The contract is renewed.

There is nothing inherently wrong with that approach. Renewing can preserve a strong supplier relationship and avoid unnecessary disruption. The problem is assuming that renewing automatically means the contract is still delivering the best possible value.

That is where contract optimization takes a different approach.

Renewal asks whether the organization should continue an existing agreement. Optimization asks whether the agreement can be improved based on current spend, market conditions, utilization, supplier performance, contract terms, and operational requirements.

A contract can be valid, compliant, and operationally necessary while still being outdated.

Valify’s guidance on hospital contract renewal management explains how passive renewals can leave healthcare organizations with outdated pricing, unfavorable terms, missed sourcing opportunities, and unresolved vendor performance issues. We help health systems evaluate contract competitiveness through benchmarking, spend analytics technology, vendor performance data, and contract intelligence before renewal decisions are made. 

The distinction is simple:

For health systems managing complex purchased-services portfolios, understanding the difference can change how contracts are reviewed and managed.

5 Key Differences Between Contract Renewal and Contract Optimization

5 Key Differences Between Contract Renewal and Contract Optimization

1. Contract Renewal Looks at the Expiration Date. Optimization Looks at the Entire Contract.

Renewal is often triggered by a calendar event. The contract is approaching expiration, so the organization decides whether to extend it.

Optimization should start much earlier.

A renewal conversation typically asks:

  • Is the contract expiring?
  • Do we want to continue with the vendor?
  • What are the proposed new rates?
  • Are both parties willing to extend the agreement?

An optimization review asks broader questions:

  • What are we spending today?
  • How has spending changed since the contract was signed?
  • Are the original terms still appropriate?
  • Has utilization changed?
  • Has the service scope changed?
  • Are current rates competitive?
  • Are there opportunities to restructure pricing or terms?

This distinction matters because purchased-services contracts rarely operate in a static environment. Health systems acquire facilities, service requirements change, utilization shifts, and market pricing moves.

Waiting until the renewal window can leave little time to investigate those changes.

Valify’s contract-management approach emphasizes visibility into upcoming contract expirations and creating opportunities for proactive review. The purpose is not simply to remind a team that a contract is expiring. It is to give leaders the information needed to determine what should happen next.

Key takeaway: A renewal date should trigger a review, not automatically trigger a signature.

2. Renewal Maintains the Vendor. Optimization Tests the Value.

Renewing a contract generally assumes that the existing supplier remains the right choice.

Optimization tests that assumption.

Supplier performance should be evaluated alongside the price being paid. A vendor may be meeting some expectations while falling short in others. Leaders should review:

  • Service-level agreements
  • Quality metrics
  • Response times
  • Compliance
  • Stakeholder satisfaction
  • Operational issues
  • Service reliability

This does not mean that every optimization exercise should result in a new supplier.

A strong-performing vendor may still have pricing that needs to be renegotiated. Similarly, a vendor with competitive pricing may not be providing the level of service the organization requires.

A practical way to think about the decision is:

This keeps contract optimization focused on value rather than making cost reduction the only objective.

For healthcare organizations, that distinction is especially important. Purchased services can directly affect facilities, staff, clinical operations, patient experience, and other parts of the organization.

The right contract is not necessarily the cheapest one. It is the one that delivers the appropriate combination of price, quality, service, flexibility, and operational value.

3. Renewal Accepts Existing Pricing. Optimization Benchmarks It.

This is one of the most important financial differences.

A vendor’s proposed increase does not automatically mean the increase is reasonable.

Before accepting new rates, healthcare leaders should understand how current pricing compares with relevant market data. That requires more than looking at last year’s invoice.

Consider:

  • Unit pricing
  • Total spend
  • Service volume
  • Geography
  • Facility characteristics
  • Service complexity
  • Utilization
  • Pricing escalators
  • Contract scope

There is an important difference between knowing what you pay and knowing how competitive the price is.

For example, a health system may know that it pays $X for a particular service. That number alone does not indicate whether the rate is competitive. A relevant benchmark can provide the context needed to determine whether the price is reasonable for the organization’s size, geography, volume, and service requirements.

Benchmarking can uncover contracts that warrant:

  • Renegotiation
  • Competitive bidding
  • Scope changes
  • Supplier consolidation
  • Contract restructuring

Valify’s purchased-services benchmarking capabilities are designed around this type of analysis. Its approach can compare invoice pricing and contracted pricing, evaluate peer comparisons, and provide market intelligence to help healthcare leaders make more informed sourcing and contracting decisions.

Key takeaway: Don’t negotiate a renewal from the vendor’s starting point. Negotiate from an informed understanding of market value.

4. Renewal Extends Existing Terms. Optimization Reconsiders Them.

Price is only one part of a contract.

An agreement can have an acceptable rate and still contain terms that limit flexibility or create unnecessary cost over time.

An optimization review should examine:

  • Automatic renewal provisions
  • Price escalation clauses
  • Termination rights
  • Notice periods
  • Service-level agreements
  • Performance requirements
  • Volume commitments
  • Minimum fees
  • Additional charges
  • Scope of services
  • Renewal length

Consider a hospital with a contract that offers a reasonable starting rate but includes automatic annual increases, a long renewal period, and limited termination flexibility.

The initial price may look competitive. The overall commercial structure may not be.

This is why contract optimization examines the entire relationship rather than focusing only on the price per unit.

It also allows health systems to determine whether the contract still reflects how services are actually being delivered. A service agreement written several years ago may not account for newly acquired facilities, changed utilization, expanded service requirements, or changes in the organization’s operating model.

Valify’s recent purchased-services content emphasizes proactive contract reviews, renewal windows, and cross-facility pricing differences as important considerations for healthcare organizations managing complex contract portfolios.

Key takeaway: Optimization examines the whole commercial relationship, not just the price per unit.

5. Renewal Ends With a Signature. Optimization Continues After Implementation.

A renewal can create a new contract and move the organization on to the next priority.

Optimization does not end when the agreement is signed.

After a contract has been renegotiated, restructured, or sourced, healthcare leaders should continue monitoring:

  • Actual spend
  • Negotiated pricing
  • Contract compliance
  • Supplier performance
  • Utilization
  • Preferred vendor adoption
  • Off-contract spend
  • Realized savings

This is where the difference between negotiated savings and realized savings becomes important.

A contract may contain a lower negotiated rate on paper, but the organization may not achieve the expected financial result if utilization changes, contracted pricing is not consistently applied, or departments continue purchasing outside the agreement.

The contract therefore needs to be connected to what happens after implementation.

Valify’s WorkPlan supports ongoing savings management by helping organizations track initiatives, monitor progress, identify unapproved spend, and measure captured savings. This supports the broader idea of sustainable savings rather than treating the signed contract as the end of the process.

Key takeaway: Optimization is successful only when the improvement shows up in actual performance and spend.

A Practical Framework for Contract Optimization

Healthcare leaders do not need a complicated process to determine whether a contract should simply be renewed or more actively optimized.

A practical framework is:

1. See

Understand spend, vendors, facilities, invoices, utilization, and current contract terms.

2. Benchmark

Determine whether current pricing and terms remain competitive against relevant market information.

3. Evaluate

Assess supplier performance, utilization, scope, risk, service requirements, and stakeholder expectations.

4. Act

Choose the appropriate path: renew, renegotiate, competitively source, restructure, consolidate, or change suppliers.

5. Monitor

Track compliance, performance, spend, and realized savings after implementation.

This approach aligns closely with Valify’s purchased-services model, which combines spend analytics, benchmarking, contract management, sourcing, and advisory support. Rather than treating each activity as a separate exercise, the model connects visibility and analysis with the actions required to improve purchased-services performance.

That connection matters because optimization is not simply a technology exercise or a negotiation exercise. It requires accurate data, relevant benchmarks, contract intelligence, supplier insight, and the expertise to determine what action makes sense.

The Bottom Line: Renewal Keeps a Contract Alive. Optimization Makes It Perform Better.

Renewal is about continuing an existing agreement.

Optimization is about making sure that agreement continues to support the organization’s financial and operational goals.

For healthcare leaders, the goal should not be to renegotiate every contract. That would create unnecessary work and could disrupt relationships that are already delivering strong value.

Instead, organizations should identify contracts where the data suggests a meaningful opportunity to improve pricing, terms, supplier performance, flexibility, or utilization.

The strongest approach combines:

Before the next renewal cycle, look beyond the expiration date. Understand what the organization is spending, how the contract compares with the market, whether the supplier is meeting expectations, and whether the current terms still reflect today’s needs.

Then make the decision based on evidence.

Sometimes the right answer will be renewal.

Sometimes it will be renegotiation.

And sometimes the data will show that a broader sourcing or contracting strategy is warranted.

The important thing is knowing the difference before the signature is on the page.

Ready to turn contract renewals into opportunities for measurable savings?

See how Valify can help your organization combine spend visibility, market intelligence, and contract insights to make smarter renewal decisions.

Frequently Asked Questions

What are the biggest risks of passively renewing a healthcare contract?

Passive renewal can allow outdated pricing, automatic increases, unfavorable terms, limited flexibility, and unresolved performance issues to continue without meaningful review.

How far in advance should hospitals start reviewing an upcoming contract renewal?

The review should begin well before the formal renewal window. High-value or complex purchased-services contracts may require months of preparation for benchmarking, stakeholder review, sourcing, and negotiation.

Can contract optimization improve value without changing the vendor?

Yes. Optimization can involve renegotiating pricing, changing service scope, improving performance requirements, restructuring terms, or addressing utilization while maintaining the existing supplier relationship.

What role does automation play in managing healthcare contract renewals?

Automation can improve visibility into expiration dates, renewal windows, spend changes, compliance, and savings initiatives. This helps teams identify contracts requiring attention before deadlines become urgent.

What recent trends are making purchased-services contract optimization more important for health systems?

Rising healthcare costs, acquisitions, decentralized purchasing, changing service requirements, vendor proliferation, and market pricing changes all make ongoing visibility and contract review increasingly important.

How Aggregated Sourcing Accelerates Savings Without Increasing Administrative Burden

How Aggregated Sourcing Accelerates Savings Without Increasing Administrative Burden

By : | Published On : October 1, 2026

Key Takeaways

Aggregated sourcing helps healthcare organizations accelerate savings while reducing duplicated procurement work. By combining spend data, standardizing sourcing processes, leveraging greater supplier volume, targeting quick-win categories, and monitoring implementation, health systems can improve efficiency and realize savings.

Finding savings is increasingly important for health systems, but procurement teams are rarely operating with excess time or resources. Purchased-services leaders are already balancing supplier relationships, contracts, operational requirements, internal stakeholders, and day-to-day requests across multiple facilities.

The financial pressure makes that workload even harder to ignore. The American Hospital Association’s 2026 Costs of Caring report found that total hospital expenses grew 7.5% in 2025. During the same period, workforce costs increased 5.6%, supplies increased 9.9%, and drug expenses increased 13.6%.

That environment makes efficiency important not only in clinical operations, but also in how organizations manage procurement and purchased services.

A traditional sourcing initiative can involve several steps:

  • Spend analysis
  • Supplier research
  • RFP development
  • Proposal evaluation
  • Negotiations
  • Contracting
  • Implementation

When individual facilities or departments repeat those activities independently, the workload can multiply quickly.

Aggregated sourcing offers another approach. Instead of running several separate sourcing initiatives for similar requirements, healthcare organizations can combine demand into a coordinated sourcing event. The goal is not simply to negotiate a larger discount. It is to reach the right sourcing decision with less duplicated effort, while giving suppliers a clearer view of the opportunity.

5 Ways Aggregated Sourcing Speeds Up Savings

1. Consolidate the Work Before You Consolidate the Spend

The administrative burden of sourcing is often overlooked.

In a decentralized model, multiple facilities may be performing essentially the same work at the same time. One team may collect spend data, another may research suppliers, and another may review contracts for a similar service. Each facility may develop requirements, contact vendors, evaluate proposals, and negotiate independently.

Aggregated sourcing can bring the common pieces of that process together.

Instead of running five separate sourcing exercises, for example, a health system may coordinate one event that addresses the needs of all five facilities. The organization can establish a shared sourcing strategy, supplier communication process, evaluation framework, and negotiation approach.

This does not mean every facility needs identical requirements. Local operational differences can still be captured. The efficiency comes from coordinating the work that does not need to be repeated.

That distinction matters. Aggregation is not simply about centralizing procurement. It is about removing duplicated work.

For procurement teams already stretched across multiple priorities, the first savings opportunity may be the time and administrative effort required to get a sourcing initiative completed.

2. Turn Existing Spend Data Into a Sourcing Opportunity

The fastest sourcing opportunity may already be visible in the organization’s existing data.

Many health systems have extensive AP and purchasing information, but that information can be spread across facilities, departments, vendors, contracts, and systems. Before committing resources to an RFP, organizations can aggregate the information needed to understand the opportunity.

That can include:

  • Total category spend
  • Facility-level spend
  • Vendor volume
  • Contract status
  • Utilization
  • Pricing variation

This visibility helps answer a basic question: Is this category worth pursuing now?

Without that step, teams can spend weeks or months building a business case for an opportunity that may have limited savings potential or significant implementation complexity.

Valify’s healthcare-specific spend analytics can make this process more efficient by categorizing and organizing AP data so purchased-services opportunities are easier to identify and prioritize. The objective is not to analyze data indefinitely. It is to move from visibility to action.

This creates an important quick-win principle: use the data already available to determine where action is worthwhile before committing significant internal resources.

The strongest sourcing programs do not treat every category as a project. They use spend visibility to decide which opportunities deserve attention first.

3. Create a Larger Opportunity Without Running More RFPs

Aggregation also creates a direct sourcing advantage.

Multiple facilities may have similar needs but purchase independently from the same supplier or different suppliers. Each facility may negotiate based on its own volume, even though the organization collectively represents a much larger opportunity.

Aggregated sourcing can bring those requirements together into one coordinated event.

That can create:

  • Greater supplier interest
  • A larger potential contract
  • Stronger negotiating leverage
  • Fewer separate negotiations
  • A more competitive sourcing environment

There is recent U.S. evidence supporting the broader relationship between purchasing scale and hospital supply costs. A 2025 study of the U.S. hospital industry found that greater GPO scale was associated with lower hospital supply expenses. The study estimated a 2.7% reduction in average supply expenses for a one-standard-deviation increase in GPO scale, equivalent in its model to approximately $0.72 million in annual savings per hospital.

The important lesson is not that aggregation guarantees a particular percentage of savings. Results depend on category, market conditions, supplier competition, contract structure, and implementation.

The efficiency comes from pursuing one larger opportunity instead of several smaller ones.

Rather than asking multiple facilities to conduct similar negotiations, an organization can present a coordinated opportunity to the market and concentrate its internal resources around one sourcing process.

4. Start With Categories Built for Quick Wins

Not every purchased-services category should be the first target for aggregation.

The best starting point is usually a category where savings potential and ease of execution overlap. Strong candidates often have:

  • Recurring spend
  • Multiple participating facilities
  • Comparable service requirements
  • Multiple qualified suppliers
  • Visible pricing variation
  • Relatively straightforward implementation
  • Upcoming contract renewals
  • Limited clinical conversion complexity

Potential quick-win categories can include:

  • Waste management
  • Linen and laundry
  • Environmental services
  • Food services
  • Security
  • Interpretation services
  • Facilities maintenance
  • Certain IT and telecom services

These categories can offer a practical starting point because organizations may be able to compare requirements, pricing, service levels, and contract terms without navigating the same degree of clinical complexity found in specialized services.

For example, waste management may be easier to aggregate across facilities than a highly specialized clinical service where each location has significantly different operational or patient-care requirements.

That is why quick wins should come before more complex categories.

The highest-spend category is not automatically the best first opportunity. A category with substantial spend but highly customized requirements may take considerably longer to source and implement.

A moderate-spend category with strong standardization, supplier competition, and visible pricing variation may produce savings faster.

The objective is to find the best combination of savings potential and ease of execution.

5. Capture the Savings Without Creating a New Administrative Problem

A sourcing event does not create savings simply because a supplier offers a lower price.

Savings become meaningful when the negotiated agreement is implemented, and the organization actually uses it.

After implementation, healthcare organizations should be able to monitor:

  • Participating facilities
  • Contract adoption
  • Contracted pricing
  • Off-contract spend
  • Supplier performance
  • Realized savings

This is where the difference between negotiated savings and realized savings becomes important.

Negotiated savings represent the value identified during sourcing. Realized savings reflect what the organization actually captures after implementation.

If procurement teams negotiate a new agreement but then have to manually contact every facility, review every invoice, track every exception, and calculate savings in separate spreadsheets, the sourcing initiative can create a new administrative burden.

Technology and centralized reporting can help reduce that burden by providing visibility into contract adoption, pricing, spend, and performance.

Valify’s technology and advisory support can be valuable. Spend analytics can provide the visibility needed to identify and monitor opportunities, while healthcare-specific advisory and sourcing expertise can help move those opportunities through execution and ongoing purchased-services management.

The goal should be simple: a faster sourcing process should result in less administrative work, not more.

What Does a True Aggregated-Sourcing Quick Win Look Like?

A category is generally a strong candidate for aggregated sourcing when an organization can answer “yes” to most of these questions:

  • Do multiple facilities purchase the same or similar service?
  • Is the spend already visible?
  • Are there multiple qualified suppliers?
  • Are prices or contract terms inconsistent?
  • Is the service relatively easy to compare?
  • Is there enough volume to interest suppliers?
  • Is an existing contract approaching renewal?
  • Can facilities agree on core requirements?
  • Can the organization implement a new contract without major disruption?

This qualification process helps prevent a common mistake: choosing an opportunity simply because it has a large spend number.

High spend + high complexity does not automatically equal a quick win.

By contrast, moderate spend + strong standardization + supplier competition can create a potentially faster savings opportunity.

That distinction is especially important when procurement teams have limited capacity. A sourcing strategy should account for the internal resources required to complete the project, not just the theoretical savings available.

A category that can be sourced and implemented efficiently may deliver greater practical value than a much larger opportunity that remains tied up in analysis and stakeholder discussions for months.

The Bottom Line: Faster Savings Should Not Mean More Work

Healthcare procurement teams need savings strategies that are financially meaningful and operationally practical.

Aggregated sourcing can help by combining fragmented demand, reducing duplicated sourcing work, increasing supplier competition, and creating faster opportunities for action. But successful aggregation starts well before the RFP.

Organizations first need visibility into their spend. From there, they can identify categories suited to quick wins, confirm comparable requirements, aggregate credible volume, and coordinate the sourcing process.

The work should not end when negotiations are complete. Contract adoption, pricing, supplier performance, and realized savings still need to be monitored so that negotiated value becomes actual financial impact.

For healthcare organizations, the most effective model is not simply more purchasing volume. It is better visibility, better prioritization, coordinated sourcing, and disciplined follow-through.

Valify helps healthcare organizations bring together spend visibility, benchmarking, sourcing, and advisory support to identify and act on purchased-services opportunities.

Frequently Asked Questions

  1. How long does an aggregated sourcing initiative typically take?

The timeline depends on the category, number of facilities, supplier market, contract complexity, and implementation requirements. Straightforward categories with standardized requirements can generally move faster than highly customized services.

  1. What internal teams should be involved in an aggregated sourcing event?

Procurement or supply chain should typically lead the process, with input from finance, operations, relevant department leaders, legal, and facility stakeholders. The right participants depend on the category and implementation requirements.

  1. How can health systems identify the best category for a first sourcing event?

Start with spend visibility. Look for recurring spend across multiple facilities, comparable requirements, supplier competition, pricing variation, and manageable implementation. Upcoming renewals can also make a category particularly timely.

  1. What risks should organizations consider before aggregating their purchasing volume?

Organizations should consider differences in facility requirements, supplier capacity, contract obligations, implementation timelines, service-level expectations, and stakeholder alignment. Aggregation works best when common requirements are clearly defined while legitimate local needs remain visible.

  1. How can healthcare organizations prove that sourcing savings were actually realized?

Track the negotiated baseline against actual post-implementation spend. Monitoring contract adoption, contracted pricing, off-contract purchases, utilization, and supplier performance can help distinguish projected savings from savings the organization actually captures.

Two colleagues collaborating at a computer

Beyond Onboarding: How Valify Supports Clients Long Term

By : | Published On : March 26, 2026

Key Takeaways

When clients choose Valify, they get support that extends well past onboarding. Through their main point of contact, the Client Success Manager, they gain a trusted partner who helps spot opportunities, solve problems, and keep the momentum going.

Many healthcare platforms promise support. But what happens after onboarding often tells the real story. At Valify, clients often discover that the real value is not just the platform itself, but the partnership that continues to grow after go-live.

In this blog, we’ll look at how that relationship evolves over time, and the role Valify plays at each stage. We’ll also share real examples of the kinds of challenges clients bring forward and how Valify helps them move ahead.

Phase One: Getting the Foundation Right

At Valify, onboarding is a collaborative process designed to set your team up for long-term success. From kickoff through data integration, review, and validation, Valify works alongside clients to build a strong foundation from the start.

That support often includes helping clients:

Bring the right stakeholders into the process. Valify helps identify who needs to be involved across IT, finance, and operations so nothing gets missed early on.

Work through the data with confidence. Clean, accurate data leads to clearer insights. Valify partners with clients to review and validate it upfront.

When these pieces come together early, clients move faster, build trust in the data, and get more value from the platform over time.

Phase Two: Turning Data into Action  

Once onboarding is complete, the Client Success Manager (CSM) steps in as the primary point of contact. Together, the CSM and client establish a regular cadence, often starting with more frequent check-ins before settling into a monthly rhythm.

These conversations are where the work starts to take shape. CSMs help clients move beyond raw data and begin identifying where action is needed. Early on, that support may include:

  • uncovering missed savings opportunities
  • flagging pricing discrepancies
  • highlighting contract misalignment
  • helping clients make sense of complex spend data

In one example, a CSM identified that a client was not receiving the negotiated pricing they believed they had in place. It was not something the client was actively looking for, but once surfaced, it became an immediate opportunity to course correct and capture savings.

“We’re not just here to say, ‘Here’s the technology.’ We take the extra step to support our clients.”
– Heba Zoul-Ghani, Client Success Manager 

This is also where many clients begin to see the full value of the partnership. The CSM is not only there to answer questions. They are actively bringing forward insights, helping clients interpret what they are seeing, and making sure important opportunities do not get missed.

Phase Three: Becoming an Extension of the Team 

After several months, something starts to shift.

Clients are moving beyond learning the platform and reviewing reports. They begin to rely on their Client Success Manager as a trusted extension of their own team—someone they can bring into conversations, pressure-test decisions with, and turn to when the stakes are higher.

At this stage, the work becomes more strategic. Clients begin asking what to do next.

That might look like:

  • preparing for a complex RFP and needing support to build internal alignment
  • identifying new opportunities mid-year to stay on track with savings goals
  • benchmarking a category and understanding how they compare to peers
  • connecting with other health systems to learn what is actually working in practice

The relationship shifts into a more collaborative, strategic partnership. Instead of waiting for inquiries, Valify anticipates what matters next and equips clients to take timely, informed action.

This is also where trust becomes visible. Clients start reaching out between meetings. They bring challenges forward earlier. And they begin to see Valify not as a vendor, but as a partner who understands their goals and is invested in helping them succeed.

Beyond the Platform: the Valify Community

As the relationship grows, so does the level of support. It extends beyond the Client Success Manager and into the broader Valify community.

Purchased services leaders often operate in silos, with limited visibility into how peers are approaching similar challenges. Valify helps bridge that gap by creating structured opportunities for connection and shared learning.

These include:

  • The annual Valify Summit, where clients come together to share experiences and learn from one another
  • The Valify Client Advisory Panel (VCAP), which provides a forum for ongoing discussion and feedback
  • peer-to-peer connections, where clients can exchange ideas and compare approaches in real time

In some cases, these connections are facilitated directly. For instance, if a CSM sees two organizations working through a similar challenge, they may introduce them.

This broader network becomes another layer of support. It allows clients to learn from others, validate their approach, and move forward with greater confidence.

The Real Measure of Success 

At Valify, onboarding opens the door. But the real value comes from the partnership that follows. The platform helps clients uncover opportunities and take action, but what often makes the biggest difference is having the right support behind it. That is the real measure of success: not just better visibility, but greater confidence in what to do next.

Want to see what that kind of support looks like in practice? Connect with Valify to learn how our team helps purchased services leaders turn insight into action.

Valify Marketplace logo

Valify Launches the Valify Marketplace

By : | Published On : April 2, 2019

FRISCO, TX, April 2, 2019 (BUSINESS WIRE) —

Today Valify, the leading healthcare cost management company, announces the launch of the new Valify Marketplace, a comprehensive vendor catalog of products and services that allows healthcare organizations to search, compare, and select the best vendors for their needs. Today’s launch comes as a result of Valify’s September 2018 acquisition of Lucro, a Nashville-based digitalplatform for health systems to evaluate vendors. The Valify Marketplace has already been named to CIO Review’s list of the “50 most promising healthcare solutions of 2019.” Continue reading →

Decision Making in Cost Reduction Strategy

Decision Making: The Constant Struggle (part 1 of 3)

By : | Published On : April 27, 2017

Decision making is a task that some enjoy, but most find arduous. Maybe your the type of personality that constantly revisits decisions even after you’ve made them or maybe you pride yourself on making efficient, definitive decisions. With either method, it’s fair to say that speed and quality are always desired. Since the Valify Marketplace is a platform that helps healthcare organizations make better decisions, faster, this blog post explores the psychology of infusing decisions with quality and speed.

 

Step 1: Include the right [number of] people at the table

The Harvard Business Review did a study that found that, on average, 5.4 individuals were needed to sign off on major purchasing decisions. In the complexity of healthcare, the wisdom and subject areas of stakeholders go far beyond the c-suite.

Here are some things you can do today to increase the effectiveness of gathering consensus:

Continue reading →