By Keith Bresciani, for SCM Professionals
Picture this: A dynamic supply chain team launches an innovative reform initiative—be it a bold product standardization move, a cutting-edge inventory system, or an overhaul of delivery schedules. On paper, it looks like a game-changer! The metrics sparkle with promise. Yet, weeks later, momentum fizzles
away. What happened?
The answer lies in a simple, often overlooked truth: the very heroes of healthcare—nurses, techs, and care teams—were not brought into the conversation from the outset. In healthcare, no supply chain project can thrive in isolation! To supercharge clinical logistics, we must champion the voices of our clinicians. Too often, we place supply chain functions in the background, treating clinical teams as mere customers to be informed after decisions are made. That oversight? It’s where our reform efforts lose steam!
The False Divide
Let’s talk about the age-old divide in healthcare between “clinical” and “non-clinical” roles—an invisible wall that appears in org charts, communication silos, and the very approach we take to change. Supply chain teams are tasked with enhancing efficiency, slashing waste, and ensuring availability—all while keeping clinical workflows uninterrupted.
Sure, that sounds brilliant in theory! But what often happens in practice? Supply chain makes shifts without involving the clinical teams who are impacted the most! I’ve witnessed this firsthand in Health System’s and in many other integrated delivery networks: product changes launched with hardly any nursing input, PAR levels adjusted based on outdated metrics rather than current workflows, and delivery routes reimagined without a whisper of feedback from frontline staff. When resistance arises, it’s dismissed as mere reluctance to change. But let’s be real: that resistance is a natural response to feeling excluded!
A Real-World Example
Take a look back at our PPE optimization project during the height of COVID-19. Our regional supply chain team faced the challenge of revising storage protocols across multiple hospitals. From a supply chain perspective, it seemed simple—we had to protect limited supplies, eliminate hoarding, and streamline deliveries to the areas of highest need.
However, when we presented our initial proposal to nursing leadership, the reactions were swift and incisive:
“You didn’t factor in isolation room protocols!”
“This process clashes with our rounding patterns!”
“You’re making us add steps we just don’t have time for!”
Had we pressed forward without clinical input, we would have faced undeniable failure. Instead, we hit pause and invited clinical leaders into the redesign process. We stepped onto the floor together, examined workflows, and made adjustments based on what worked in real life, not just theoretical models. The result? A revamped approach that was not just effective but embraced, respected, and sustained! That’s the magic of early engagement!
Why Clinical Voices Matter
Clinicians aren’t just stakeholders; they are the co-architects of successful reform! They identify blind spots, pinpoint bottlenecks, and validate ideas that sound great on paper but stumble in reality. When they are involved from the get-go, the results speak volumes:
- Faster implementation
- Lower resistance
- Smoother workflows
- Increased trust and accountability
This isn’t just smart change management; it’s strategic operational leadership!
What Gets in the Way?
So why don’t we engage clinicians more often? Here are three common culprits:
- Speed Over Partnership – We hurry to implement plans because deadlines loom, skipping the vital
collaboration needed. - Assumption of Understanding – We often mistakenly believe we understand how clinical teams
operate, overlooking the real-day-to-day challenges they face. - Sole Ownership – We mistakenly see the supply chain as our sole responsibility, forgetting that it’s deeply
intertwined with frontline care.
None of this is born from malice, but all of it creates an unnecessary rift!
Bridging the Gap: What Leaders Can Do
If you’re leading a reform initiative—whether from supply chain, clinical ops, or executive strategy, here’s how to break down those walls:
- Involve Clinical Leaders Early
- Not just for feedback, but in the design phase! Let their voices emerge before the whiteboard is even dry.
- Co-Round on Impact Areas
- Get on the floor with the clinical staff. Witness the workflows firsthand, and let them highlight friction points.
- Translating Metrics to Meaning
- Don’t just toss around savings figures; illustrate how changes impact their time, stress levels, and patient care.
- Build Feedback into the Rollout
- Treat your go-live as the launching pad for ongoing improvement, not the finish line.
- Recognize Co-Ownership
- Celebrate the clinical champions who shaped the initiative and give credit where it’s due!
Final Thought
Healthcare is not a realm that needs more top-down mandates; it craves cross-functional design! The true measure of any supply chain reform extends beyond cost savings. It hinges on how well it resonates with, is embraced by, and continuously improves because of the people it impacts. If you want your next initiative to thrive, don’t simply inform clinicians—invite them to build it with you!