Chief Supply Chain Officers recognize the importance of capital asset management, yet many struggle to secure the governance, people, and technology needed to move beyond transactional purchasing. Drawing on recent CSCO research and commentary from leaders who have made measurable progress, this session examines how supply chain can partner with clinical engineering, facilities, finance, and clinical teams to optimize the full lifecycle—from planning and sourcing through utilization, performance management, repair, and disposition.

The discussion focuses on redefining success as the ability to deliver reliable equipment and services that support clinicians and staff (internal customers) while improving financial performance and patient care outcomes. Panelists will share practical approaches to governance models, resource allocation, data use, and cross-functional collaboration that reduce downtime, improve asset availability, and align capital decisions with the operational realities of care delivery.

Learning Objectives
1. Identify common governance, resource, and technology barriers that limit supply chain’s effectiveness in capital asset management.
2. Analyze research findings and real-world examples of how supply chain leadership can improve equipment uptime, utilization, and total cost of ownership.
3. Evaluate collaboration models between supply chain, clinical engineering, facilities, and clinical teams that enhance service levels for internal customers (clinicians and staff).
4. Outline practical steps to strengthen capital asset governance so that financial performance, operational reliability, and customer experience (internal and patient) are balanced rather than traded off