Integrating lean and resilience: a healthcare supply chain perspective

Purpose This research aims to analyze the deployment of lean practices and resilience capabilities within the healthcare supply chain across different disruptive scenarios. The study addresses the gap in how different tier levels of the healthcare supply chain integrate lean and resilience. Design/methodology/approach Employing a case study approach, the research evaluated four Italian organizations (two healthcare providers, one pharmaceutical distributor and one pharmaceutical producer) representing the three main tier levels of the healthcare supply chain. The methodology involved a questionnaire assessing the adoption of specific lean practices and resilience capabilities, followed by a scenario analysis by experts used to identify critical practices and capabilities across different disruptive scenarios. Findings This research systematically identified critical lean practices and resilience capabilities that are underutilized at various tier levels within the healthcare supply chain, highlighting significant opportunities for theoretical advancement in operational efficiency and system robustness during disruptions. Additionally, the study introduced a novel methodological approach to evaluate the effectiveness of lean and resilience practices across different disruptive scenarios, thereby enriching the theoretical framework for crisis management within healthcare operations. Finally, we emphasized the crucial roles of just-in-time and anticipation capability in bolstering the performance of all the healthcare supply chain. Originality/value The study contributes to the fields of supply chain management and healthcare by systematically identifying and classifying the importance of lean practices and resilience capabilities in managing disruptions. Additionally, the potential for cross-tier collaboration and knowledge sharing to enhance overall supply chain resilience is highlighted.