INSIGHTS

10 Questions To Ask Your Current GPO

What Independent Kidney Care Providers Should Know About the Value, Transparency, and Support They Receive

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Independent kidney care providers face increasing pressure to improve outcomes, control costs, and operate efficiently. Your Group Purchasing Organization (GPO) should help you meet those challenges, not create additional barriers.

These 10 questions can help you evaluate whether your current GPO relationship is delivering the value your organization deserves.

01. How much did our organization actually save last year?

Your GPO should be able to clearly demonstrate the financial impact of your participation.

Ask for:

  • Annual savings reports
  • Category-specific savings data
  • Methodology used to calculate savings
  • Opportunities for additional optimization

If the answer is unclear, ask why.

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02. How are our savings calculated?

Not all "savings" are measured the same way. 

Understand: 

  • What baseline pricing is used
  • Whether savings are estimated or realized
  • If rebates are included
  • How administrative fees affect the final numbers 

You should understand exactly how value is being measured. 

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03. What renal-specific contracts and services do you offer?

Kidney care providers have unique operational needs. 

Ask: 

  • Which agreements are specifically designed for dialysis clinics or nephrology practices?
  • What percentage of members are kidney care organizations?
  • How do you identify emerging renal market needs? 

A one-size-fits-all approach may not address specialty-specific challenges. 

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04. Are there utilization requirements or purchasing commitments we should know about?

Some agreements include obligations that may not be widely understood throughout the organization. 

Clarify: 

  • Minimum spend requirements
  • Category participation expectations
  • Compliance thresholds
  • Consequences of falling below utilization targets 

Surprises rarely lead to strong partnerships. 

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05. Can our organization participate in additional purchasing programs or secondary GPO arrangements?

Many organizations assume the answer is "no" without reviewing the details. 

Ask: 

  • Is our agreement exclusive?
  • Are there category carve-outs?
  • What options exist if we identify a better opportunity in a specific area? 

Understanding your flexibility allows you to make informed decisions. 

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06. How often are contracts reviewed and updated?

The healthcare landscape changes quickly. 

Ask: 

  • How frequently are contracts evaluated?
  • How are new opportunities identified?
  • What process exists for adding new agreements? 

Yesterday's solutions may not solve tomorrow's problems. 

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07. What support should we expect as members?

Your GPO relationship should extend beyond access to contracts. 

Understand: 

  • Who is our primary contact?
  • How quickly can we expect responses?
  • What implementation support is available?
  • Is there ongoing education and communication? 

Strong service matters just as much as strong pricing. 

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08. How do members influence contracting priorities?

The best partnerships are collaborative. 

Ask: 

  • Can members suggest new contract opportunities?
  • Are advisory groups available?
  • How is member feedback collected and used? 

Your voice should help shape the value you receive. 

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09. How do you help us benchmark our performance?

Without benchmarks, it's difficult to know whether you're maximizing opportunities. 

Request information on: 

  • Category utilization
  • Savings trends
  • Comparative performance metrics
  • Areas for improvement 

What gets measured gets managed. 

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10. If we decide to make a change, what would that process look like?

Even if you have no intention of leaving, understanding your options is important. 

Ask: 

  • What are our notice requirements?
  • When does our agreement renew?
  • What steps are required to modify participation?
  • What support is available during transitions? 

A confident partner should be transparent about your choices. 

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THE BOTTOM LINE 

A GPO relationship should deliver more than contracts. It should provide transparency, support, strategic value, and confidence that your organization is making informed purchasing decisions. 

If you can't confidently answer these questions today, it may be worth taking a closer look at your current arrangement. 

Because asking the right questions is often the first step toward uncovering new opportunities.