Healthcare supply chain matchmaking
What do prospective employers, employees look for in each other?
Healthcare organizations seeking supply chain expertise and experience (maybe not in that order) may target optimal, if not ideal, candidates that possess and exude certain characteristics and traits. By the same token, prospective supply chain candidates generally look for similar qualifications and qualities in any potential employers.
The job interview represents a mutual exercise of parrying and volleying as either side determines whether the other may be a good fit.
So what are some of the key traits of a desired "top" healthcare supply chain employer and why do they matter? Examples include purpose-driven, employee-centric and wellness-oriented, growth-focused and collaborative, coaching culture as well as offering family-friendly, inclusive and value-based benefits and perks such as childcare contributions, integrating sustainability into leadership values, community-building and competitive/fair compensation.
Similarly, what are some of the key traits of a desired "top" healthcare supply chain employee and why do they matter? What attitudes, behaviors, ethical practices and performance measures should candidates possess that are looking to join teams?
Leaders & Luminaries reached out to Bellwether Community members for their perspectives — first as an employer searching for new hires and then as a prospective employee looking to contribute to a healthcare organization's growth and development.
Through the employee monocle
"Reputation, employee engagement and purpose-driven outcomes are the pillars of success for the patients, the employees, and the employer. A commitment to collaboration enables all relevant parties to contribute to achieving goals (patient outcomes, financial, efficiency/ effectiveness, growth and reputation).
"To achieve this type of engagement, commitment to education and coaching are essential. When these pillars are strong, emanating from the top, inclusive employee benefits fall into place, making the employer attractive on a personal and developmental basis. A valued employer status is a benefit also to the community as well."
Gail Kovacs, Bellwether Class of 2024, and a retired supply chain veteran
"An organization that truly understands and supports the importance of the supply chain, resources the operation fully and makes it an integral part of the strategic and operational processes. It hires and rewards skilled professionals and gives them the environment in which to succeed."
Fred Crans, Bellwether Class of 2020, Outreach Ambassador on the BLF Board of Directors, and business development executive, St. Onge Co., Silver Sustaining Sponsor
"I believe some key traits of 'top' healthcare supply chain employers can vary, especially when you look at the fact that we have four generations in our workforce today. Overarching themes across these generations are:
- Visionary organizations: Vision creates hope. Change management personifies the supply chain industry at a rapid pace. When teams embrace their organization's vision and share in the optimism that vision brings, they can get excited. They want to be part of a movement that leads to success. Being a visionary healthcare supply chain employer tells prospective candidates you are constantly chasing best- in-class, you are agile, you are flexible, and you do not accept the status-quo.
- People-oriented: When employers put their people first, regardless of the generation in which one sits, the employer consistently meets the expectations of their teams. From one generation who values stability and long-term loyalty, to the generation that values workplaces with advanced technology offerings, the employer can meet the needs when they know what the asks are of their current and future employees.
- Finally, employers should tap into life-work harmony. Understanding an employee's perspective on what qualifies as successful life-work harmony is key. Depending upon the position within supply chain, the following could promote an environment of wellness in your department:
- Ability to be flexible with hours
- Location of work
- Offering enough paid time off
- Leadership and development offerings
- Supporting (both financially and emotionally) employees with education, certification, licenses, etc.
"All these examples show employees they are a part of an organization that supports them in more that monetary ways. When our employees are holistically well, there is balance for our supply chain teams, organizations and most importantly, our patients."
Angie Bruns, Future Famers Class of 2024, and senior director, Spend Management and Administration, The University of Kansas Health System
"One of the key healthcare supply chain employer traits rest with the clarity of mission, vision and values of the organization. Everyone needs to understand the purpose of why a healthcare organization exists, where we are going, and what's is most important in advancing our work. The last centers on what the ideals and principles of how we behave in the organization (e.g. compassion, integrity, excellence, teamwork, trust). Telling each other our stories and how they relate or resonate to the purpose and reasons why we come to work are critical in aligning and bringing meaningfulness to both personal and professional pledges."
Tom Lubotsky, Bellwether Class of 2022, vice president and Chief Supply Chain Officer, Allina Health, Bronze Sustaining and Educational Sponsor
"The best employers understand that top talent isn't just looking for a paycheck — they're looking for purpose. They want to be part of something bigger than themselves and work in a culture that sees and supports the whole person.
"At GHX, we've seen how powerful it can be when people feel connected to a mission. When you know your work is helping make healthcare simpler and better for patients, it gives you real purpose, and that sense of meaning drives both performance and pride.
"Just as important is being people centered. We put a lot of intention into creating an environment where each person can show up as their authentic selves, where courageous leadership is encouraged, and where learning and feedback are part of how we grow together. Healthcare is a complex, fast-changing industry and, in that kind of environment, people need to feel trusted, empowered and heard.
"We also believe deeply in being community minded. Whether it's volunteering as a team or supporting our efforts to fight food and housing insecurity, we're building a culture that reflects what matters to our teams. "At the end of the day, top employers make room for both excellence and empathy. That's what allows us to show up for our customers — and keep delivering on our vision to make healthcare more affordable and equitable for all."
Tina Vatanka Murphy, president and CEO, GHX, BLF Platinum Sustaining and Educational Sponsor
- Flexibility — Supply chain is unique where there are roles that require to be on-site, others that thrive in a hybrid environment, and some that can be completely remote. To attract and retain top talent, I believe employers should recognize those roles and meet the employee where they do the best work. Offering flexibility for staff to modify their schedules when possible — managing the output, not the time working — leads to increased productivity in most cases. Managing output is the key to keep staff accountable for meeting their deliverables.
- "Employee-centric — Supply chain is a rapidly changing piece of healthcare; employers should be focused on education for supply chain employees as much as they focus on patient outcomes. If they are not focused on employees' career Corey Schmidt development, they will not retain their top talent.
- "Transparent leadership culture — Employees want to know there is a strategy and vision for a better future, otherwise there is not visibility to growth, and the work may feel stagnant. Being as transparent as possible with your employees builds trust and respect where they become more willing to go above and beyond."
Corey Schmidt, CMRP, Future Famers Class of 2024, and assistant director, SHS Operations & Spend Management Integration, The University of Kansas Health System
"I would say at Vizient, the culture. First, we have a learning culture and that allows you to be nimble. And to continually learn, as supply chain is changing. Secondly, you have to be bold. You must be able to look at the learning culture and not operate from a safety net perspective. Third, you absolutely have to be accountable to every client 100% of the time. Those three cultural imperatives create a winning culture."
Rand Ballard, Chief Customer Officer, Vizient Inc., BLF Founding and Educational Sustaining Sponsor
"A mission-driven culture fosters greater employee engagement, pride and long-term retention. When associates feel connected to a larger purpose, they're more likely to go the extra mile, not just out of obligation, but from a sense of ownership and meaning in their work.
"Transparent leadership plays a key role in building this culture. Leaders who openly communicate and emphasize collaboration create a sense of unity and shared responsibility. Unfortunately, many departments operate in silos, with leaders prioritizing personal or departmental success over the organization's overall mission. This fragmented approach can undermine trust, teamwork, and progress across the board."
Tom Redding, executive vice president and healthcare practice leader, St. Onge Co., Silver Sustaining Sponsor
"All of the attributes need to be givens, but demonstrating that the organization's culture is to listen to those closest to the work they are tasked to do then adapt workstreams, policies and practice to assure employees have the tools and resources needed to provide the optimum care."
Bellwether League Foundation Board Chairman Barbara Strain, Bellwether Class of 2021
Through the employer monocle
BRUNS: "Besides the traditional traits: High integrity, empathy, creativity. I appreciate the
- Grace —The past five years in healthcare supply chain have invoked the need for grace. Healthcare supply chains have never had such a spotlight on them as they do today. By extending grace to others, we in turn can receive it back. When we are unable to procure a preferred supply due to raw shortages, for example, we can ask our customers for grace. One should be able to extend grace to receive it.
- Inquisitive/curious/open-minded — We have heard the phrase, 'we have always done it that way.' In fact, many of us have probably used it a time or two! Employees who come in with curiosity about everything around them challenge the status quo, which can invoke change that positively impacts the entire organization or even industry.
- Belonging — People who want to be part of something bigger, something that makes a difference in the lives of others provide a sense of belonging to an organization. These people may not have all the skills but rather they embody ambition and a willingness to learn, adding to the success themselves and of all those around them."
SCHMIDT:
- "Authenticity — One trait I believe that doesn't get talked about as much is being authentic. If you have authentic employees, they build trust and respect, while at the same time they challenge each other and their leaders to be the best at what they do.
- End-to-end supply chain knowledge — Being able to see the bigger picture of end-to-end supply chain and understanding if or when changes are made in one area how it affects others is invaluable.
- Strong change management skills — Supply chain continues to change rapidly. Having strong project/change management skills is important, whether it is a natural disaster that affects the entire country's supply chain or individuals in your organization that require a pivot to a project.
- Relationship builder — Being able to build relationships with co-workers, suppliers and cross- functional teams builds a collaborative culture and allows work to be more enjoyable.
- Outside industry perspective — Healthcare is behind many other industries. We typically compare what we are doing with other health systems instead of looking at outside industries and what they are doing to advance healthcare supply chain further. Bringing in outside perspectives helps identify those gaps that may be overlooked by others."
MURPHY: "Some of the traits I value most in healthcare supply chain talent — whether we're hiring or growing from within — are curiosity, accountability and a deep sense of purpose. "We work in one of the most complex, mission-critical industries. And I'm always impressed by people who are naturally curious — those who ask questions, dig in to understand root causes, and aren't afraid to challenge how things have always been done. That kind of mindset helps us stay ahead in a constantly changing environment.
"Accountability is another big one. We look for people who take ownership — not just of their tasks, but of outcomes, which is why we focus heavily on alignment through Objectives & Key Results (OKRs). The people who follow through, show up for their teammates, and do what they say they're going to do — those are the ones who build trust quickly, especially in deeply cross-functional work.
"And finally, purpose matters. The most impactful team members connect their day-to-day work to the bigger picture, like helping a hospital get supplies on time or making care more accessible. That sense of mission doesn't just motivate — it elevates the work. So whether someone is new to the field or a seasoned expert, what stands out most is someone who's driven to make a difference, open to learning and ready to roll up their sleeves."
LUBOTSKY: "Key employee traits at work include dependability, a strong work ethic, good communication skills, problem solving abilities and willingness to learn and adapt. Other important traits are teamwork, initiative and a positive attitude, which contribute to a productive and collaborative work environment. A sense of curiosity to explore how things work that assures understanding is very helpful as well."
CRANS: "An employee who truly understands the supply chain's role and where it fits into the overall enterprise. One who is integrative in his/her approach, develops and supports subordinates, lives to serve the various departments and patients within the organization — a highly competent employee with a 'we' mentality."
STRAIN: "Understand what the employer's Vision, Mission and Goals are and that leadership at all levels uses them in common everyday conversations to describe the work. It's not personal; it's about the process."
KOVACS: "This would encompass a variety of traits including:
- Energy and excitement about the opportunity
- Communication skills
- History of success/accomplishments
- Transferable skills
- Self-starter/demonstrated initiative
- Evidence of collaboration/Team orientation
- Education appropriate for, or aspiring to, the position applied for
- Expertise in a specific area that may be under-represented in the current staffing mix
- Personal integrity"
BALLARD: "I believe successful supply chain employees look beyond price. They look at the total value of the supply chain. Not-for-profit have exceptional skills networking with clinical leadership, indirect spend and pharmacy leaders, reaching out from traditional supply chain to embrace all non-labor spend and holding themselves accountable to delivering significant financial results."
REDDING: "Three essential traits that come to mind are curiosity, flexibility and the willingness to navigate challenging situations.
"Curiosity is foundational, yet often innate. It's difficult to teach. Too frequently, candidates focus solely on completing tasks without seeking to understand the 'why' behind them. When someone genuinely seeks to understand, they're more likely to contribute valuable insights that can improve their work environment and processes.
"Flexibility is also critical to success. It's not about saying 'yes' to everything but about learning from each experience and adapting when circumstances change. For example, a recommendation might initially seem suitable, but new information may emerge that requires a different approach. The ability to pivot thoughtfully, rather than rigidly sticking to a plan, often leads to better outcomes.
"Finally, navigating difficult decisions is where real professionalism is tested. Many people opt for the path of least resistance rather than speaking up when something doesn't seem right. While disagreeing with others can be uncomfortable and requires tact, it's sometimes necessary to ensure the best possible outcome. It's important to recognize when a situation calls for standing firm, and to do so respectfully and constructively."