PRODUCT & SERVICE LINE REPORTS
PRODUCT & SERVICE LINE REPORTS
How might healthcare supply chain stake claim on sustainability?
Attitudes, motivations may matter more than experiences, skills by Rick Dana Barlow
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O
utside of healthcare, in the food service, manufacturing and retail industries, Supply Chain owns sus-
tainability as both a cause and an operation, encouraged by corporate brass because it promotes cultural/social responsibility as well as environmental responsibility, and this stewardship refl ects well on the bal- ance sheet and within boardrooms. Supply Chain responsibility makes sense as well because who else assesses, evalu- ates and contracts for products and ser- vices, manages packaging and transport resources and tracks fi scal and operational results (known largely as “outcomes” in healthcare)?
Those who do it right and well resonate as heroes within their companies and com- munities; those who have yet to do it covet as much success as possible.
Healthcare, meanwhile, has miles to go before it sleeps, often garnering a frosty reception when proposing eco-friendly, environmental and sustainable anything to the C-suite.
So how do healthcare providers and sup- pliers reach for and grab that brass ring to make it golden for their organizations and industry?
Recommendations by corporate execu-
tives involved in sustainability run deep, far and wide.
Rely on what and who you know, encour-
ages ary tarr, Chief perating ffi cer, Greenhealth Exchange. Before joining GX, Starr served as a supply chain leader in hospital, nonacute care and group purchasing organization (GPO) settings. “Supply chain lead-
ers should leverage the experience they’ve gained
Mary Starr
through collaboration with clinical initia- tives to become involved in sustainability work at their organization,” Starr indicated. “Working with other champions in the organization to develop priorities, ascertain requirements, set goals, identify alterna- tives and measure results are strengths and tools supply chain professionals use rou- tinely to implement improvements. These same steps can be applied to sustainability focused projects.
“Gaining C-suite support can be done using methods employed for other supply chain proects utline the benefi ts including components such as cost-savings, improved
44 November 2022 • HEALTHCARE PURCHASING NEWS •
hpnonline.com
clinical outcomes, improved community or employee health, supporting the orga- nization’s mission, improving resiliency, community stewardship, etc.,” she added.
Sustainability leadership Supply Chain serves as a logical choice for sustainability leadership, accord- ing to Evelyn Miller, Senior Manager, Environmental, Social and Governance (ESG), Medline Industries.
“A majority of a health system’s environ- mental footprints come from Scope 3 emis- sions, which are the result of activities from assets not owned or controlled by the report- ing organization (EPA. gov),” Miller indicated. “This includes elements of the supply chain. When you consider where health systems can make the greatest impact, oftentimes it’s through the help of
Evelyn Miller
their suppliers. This gives supply chain professionals all the more reason to be lead- ing the charge on environmental sustain- ability efforts internally.
“Of course, it’s always helpful to demon- strate the business case for environmental
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