Tag: GHX

Five Strategies To Mitigate Supply Chain Risk From Future Pandemics

By Karen Conway, vice president of healthcare value, GHX.

Karen Conway

The disruption wrought by COVID-19 is unmatched in recent history. While the lasting implications have yet to be fully understood, the limitations of the global healthcare supply chain have been exposed. While it is impossible to predict when another crisis will hit, there are steps healthcare organizations can take now to mitigate future risk.

1. Collaborate with Key Stakeholders on Continuity Plans

Excellent crisis management begins with pre-planning. Bring together key internal stakeholders, such as clinical, financial, risk management and operational leaders, as well as external contributors, including public health agencies, local government officials, distributors and manufacturers. Pre-planning builds relationships and trust as participants anticipate needs, identify necessary resources and develop contingency plans.

2. Create Evidence-Based Protocols for Supply Utilization with Clinicians

There is a growing body of evidence surrounding the safe and sustainable use of personal protective equipment (PPE) and other critical resources, including scenarios in which alternative products or protocols may be required when demand exceeds the capacity of traditional sources. This evidence can support advance work with clinicians to determine how and when to source comparable alternative products or implement conservation measures. Pre-planning will help reduce clinician stress when changes are required during times of crisis.

3. Recognize Risks Associated with Current Supply Chain Practices

COVID-19 has called into question reliance on Just-In-Time (JIT) inventory practices, which are pervasive across most supply chains as hospitals seek to reduce costs. JIT delivers products on an as needed basis in contrast to keeping large quantities on hand. This can increase risk when there are upstream supply disruptions or unanticipated spikes in demand. COVID-19 has led supply chain leaders to rethink the risks associated with JIT and consider how improved inventory visibility and demand planning across the supply chain can enhance the ability to respond quickly to avoid potential shortages.

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