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Leadership teams don’t think about 340B every day, but when they do, the questions tend to surface quickly.
They usually come up during budgeting conversations, board discussions, audits, or strategic planning. And while the questions themselves vary, they often point to the same underlying challenge: understanding the program clearly enough to make confident decisions.
Here are the questions we most often hear from leadership teams, and why they matter.
This is often the first question leadership asks, and the hardest to answer cleanly.
Not because the data doesn’t exist, but because it lives in multiple places. Savings reports, operational data, compliance documentation, and financial summaries are often produced by different systems and vendors, making it difficult to present a single, cohesive view of performance.
Programs with centralized reporting and aligned data sources are able to answer this question more clearly, and more consistently, over time.
This question is rarely about fear. It’s about awareness.
Leadership wants to understand where the program is exposed, where controls are strong, and where additional attention may be needed. Without centralized visibility, risk tends to be evaluated reactively, often only when an issue arises.
Programs with ongoing oversight and connected data are better positioned to identify risk early and address it proactively.
With recent events this question has become more relevant than ever. Whether it’s a policy update, a data requirement shift, or an operational adjustment, leadership wants to know the program can adapt without disruption.
Programs built around disconnected tools and manual workflows tend to respond more slowly to change. Programs with centralized systems and ongoing oversight tend to adjust more smoothly.
A connected, proactive 340B structure allows teams to respond to change with intention rather than urgency.
This question usually follows a performance review or budget discussion.
Leadership isn’t assuming something is wrong, they’re trying to understand whether the program is operating at its full potential. Missed opportunity often isn’t obvious day to day, especially when teams are focused on keeping operations running smoothly.
When data and workflows are fragmented, it’s difficult to spot trends, gaps, or optimization opportunities across the full program.
Programs with integrated data workflows and consistent reporting are better positioned to identify where value is being captured, and where it may be left on the table.
This question reflects a desire for clarity, not just totals.
Leadership wants to understand what’s actually driving value within the program, whether that’s specific service lines, dispensing patterns, contract pharmacy performance, or operational decisions.
When reporting is spread across systems, revenue drivers can be difficult to isolate or explain with confidence.
One dashboard for reporting helps surface the factors that matter most, making it easier to understand what’s working and where strategic focus should live.
