Most suppliers misunderstand what GPO field teams actually do. They are not there to sell your contract. They are not the reason a hospital chooses one product over another. But when you understand their true role and engage them effectively, they become one of your most valuable resources.
In this episode, Dan Toomey sits down with Chad McCormack, a Senior Account Executive at Premier with nearly 15 years in the GPO space, to demystify how GPO field teams operate.
The Biggest Misconception
Dan asks Chad directly about what suppliers get wrong. His answer is immediate: "The biggest one is that it's our job to sell the vendor contracts."
The reality is far more nuanced. Chad and his peers manage relationships across more than 2,500 unique agreements at Premier. "Contracts from everything from pens and paper to pacemakers." No one person can actively sell that many contracts. What they can do is act as a liaison between membership and supplier partners.
"The best description is we have to act as a strategic advisor or an extension of our members' teams," Chad explains. "We have relationships in supply chain. We have relationships in the executive suites. And the more you become a trusted advisor with those members, the more you start to understand their needs and outcomes."
The other misconception Chad addresses: "All of our awards are 100% chosen by our memberships. The membership committees are all members and they're the ones who vote on these contracts." The GPO does not make purchasing decisions for hospitals. Members do.
What GPO Field Teams Actually Do
GPO client executives wear many hats. They build relationships with supply chain, executive leadership, and clinical teams at their assigned health systems. They have visibility into the full portfolio of contracts and can help members identify opportunities they may not have considered. They facilitate conversations when suppliers hit roadblocks. And they have goals tied to helping members maximize value from their GPO relationship.
Chad explains the practical side: a supplier comes to him with specific information about a health system problem and a product that addresses it. He can take that back to clinical leadership or supply chain and ask, "Is this request in your new product request system? Has this product issue been brought up?" He becomes the conduit connecting people who have different pieces of the puzzle.
How to Get Their Attention
With 2,500 agreements to manage, generic outreach does not work. Dan and Chad both stress this point.
"The traditional 'Hey, I'm going to be in the area, can I stop by and give you a review of our contract?' Realistically, it's impossible," Dan says. "You've got to stand out."
What works is specific, actionable information. Dan describes the template his teams used: contract number, start date, expiration date, value-adds and rebates, and critically, a specific issue you have identified at a specific member facility with the names of people you have already engaged.
"It's a direct ask and it's also giving them information to review," Dan says. "They can look at it and say, 'Wow, they've done some footwork. There is a wall here. I know that wall. I could probably get it over the wall because it would bring value to the member.'"
Chad confirms this approach: "Then on our side, we can take that back to supply chain or to the clinicians and say, 'Look, here is a problem that's been presented. This supplier has brought up an opportunity and they've talked to these people.' That goes back to the whole ecosystem of partnership."
What Does NOT Work
Fishing with mass emails will get you ignored. Chad notes that just because you do not get a response does not mean the email was not received. "It's just where it goes along in the member's current process for contracting." But spray-and-pray approaches rarely generate action.
Expecting the GPO to do your sales work is a non-starter. If you win a contract and then disappear for three years, do not be surprised when performance lags.
And leading with aggressive committed-program messaging, such as "You have to use this product because of your committed program," backfires. Chad recommends positioning collaboratively instead. Committed programs have nuances, including allowances for diversity suppliers, disruptive technologies, and off-program percentages. Find out what flexibility exists and position yourself accordingly.
The Value of Showing Up
Chad's consistent message throughout the conversation: suppliers who engage regularly, provide value, and communicate openly will always get more support than those who disappear between bid cycles.
Celebrate your wins publicly. When you convert a facility or deliver savings, tell the GPO about it. They want to hear success stories, and those stories get shared internally.
Own your failures too. If something goes wrong, whether a back order, a product issue, or a missed conversion, be transparent. GPO teams respect honesty and will work with you to solve problems.
"Think of it as building a brand," Dan summarizes. "Not just with hospitals, but with the GPO itself."
Key Takeaways
- GPO field teams do not sell your contract. They put you in position to sell. You still have to earn the business.
- Membership committees make the decisions. GPOs facilitate and advise, but hospitals choose which suppliers to use.
- Be specific when you engage. Provide contract details, who you have spoken with, what the opportunity looks like, and where you are stuck.
- Do not disappear between bid cycles. Consistent engagement builds relationships and keeps you informed.
- Own your wins and your failures. Transparency builds trust and gets you more support when you need it.
- Think of your GPO relationship as a brand. How you engage today shapes how you are perceived tomorrow.