Supply Chain HRM: Securing Talent When Medicines Stall
HRM BLOG SERIES · POST 4
When Medicines Stall and Staff Are Stretched:
How HRM Can Protect the Hospital Supply Chain in Crisis
Lakeside Adventist Hospital ·
Human Resource Management · 2026
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Sri
Lanka’s economic and fuel crises have exposed how tightly linked people
and supplies are in healthcare. When fuel shipments slow, imported
medicines are delayed; when staff cannot travel, even available supplies
cannot be used effectively. In this post, I explore how HRM at Lakeside
Adventist Hospital can strengthen both talent security and supply-chain
resilience, drawing on recent research and Sri Lanka’s own experience (Karnamadakala et al., 2024; Razzaq et al., 2024). |
1. Supply Chains Are Human Chains
Sri Lanka imports around 80% of its medical
supplies, and since April 2022 has experienced severe shortages of essential
medicines, including antibiotics, vaccines and chemotherapy drugs, due to
foreign exchange and import restrictions (WHO,
2021). These shortages, combined with fuel rationing and power cuts,
have pushed the health system close to collapse, with doctors reporting
cancelled surgeries and rationed equipment (United
Nations News, 2022).
Behind every delayed shipment or empty
pharmacy shelf is a chain of people: procurement officers, logisticians,
storekeepers, pharmacists, nurses and doctors. When this chain is understaffed,
poorly trained or demoralised, supply disruptions become even more damaging.
Recent work on hospital supply-chain resilience shows that human
capabilities anticipation, adaptation, response, recovery and learning are
central to keeping supplies flowing and services running (Karnamadakala et al., 2024).
For Lakeside Adventist Hospital, this means
HRM must treat supply-chain roles as strategic, not just back-office
support.
2. Dynamic Capabilities in the Hospital
Supply Chain
A 2024 study on public hospital supply
chains highlights three dynamic capabilities that significantly enhance
sustainable hospital performance: strategic formulation, leadership, and
digital technology competence (Razzaq et
al., 2024). These capabilities are built and maintained through HRM:
Strategic Formulation
HR can support supply-chain leaders to
engage in scenario planning asking ‘What if fuel supplies drop by 30%?’
or ‘What if a key medicine is unavailable for six weeks?’ and to align
workforce planning with these scenarios (Razzaq
et al., 2024).
Leadership Development
Supervisors in procurement, pharmacy and
logistics need targeted leadership training to make fast, ethical decisions
under pressure such as rationing
supplies or prioritising patient groups (Razzaq
et al., 2024).
Digital Competence
HR-driven investment in digital skills
inventory systems, data dashboards, forecasting tools allows staff to monitor stock levels,
anticipate shortages and coordinate orders more effectively (Razzaq et al., 2024). A 2024 measurement
model of hospital supply-chain resilience confirms that resilience depends on staff
knowledge, skills and coordination across five dimensions (Karnamadakala et al., 2024).
Chart 1: The Five Dimensions of Hospital Supply-Chain
Resilience and HRM’s Role
|
Resilience Dimension |
Definition |
HRM Action (Lakeside) |
Key Source |
|
Anticipation |
Sensing
& planning for supply disruptions before they occur |
Scenario
planning, supply-risk training, procurement role mapping |
Karnamadakala et al. (2024) |
|
Adaptation |
Adjusting
processes and roles in response to changing conditions |
Cross-training,
flexible rosters, redeployment protocols |
Karnamadakala et al. (2024) |
|
Response |
Executing
rapid decisions under pressure to maintain supply |
Leadership
training, decision-making authority frameworks |
Razzaq et al. (2024) |
|
Recovery |
Restoring
normal supply and staffing after a disruption |
Staff recovery
support, post-crisis debriefs, stock replenishment plans |
Karnamadakala et al. (2024) |
|
Learning |
Capturing
lessons from disruptions to improve future resilience |
After-action
reviews, updated SOPs, knowledge-sharing sessions |
Karnamadakala et al. (2024) |
Source: Karnamadakala et al. (2024); Razzaq et al. (2024). Resilience dimensions adapted from dynamic capability theory.
Chart 2: Three Dynamic Capabilities Linking HRM to
Supply-Chain Performance
|
Dynamic Capability |
What It Means |
HRM Action |
Expected Outcome |
|
Strategic Formulation |
Scenario
planning and aligning workforce with supply-chain risk forecasts |
HR-led
scenario workshops; procurement workforce planning |
Fewer
unplanned stockouts; faster crisis response |
|
Leadership Development |
Building
decision-making capacity in procurement, pharmacy and logistics leads |
Targeted
leadership training; ethical decision frameworks |
Faster, better
rationing and prioritisation decisions |
|
Digital Competence |
Equipping
staff with inventory, dashboard and forecasting system skills |
Digital
upskilling programmes; HRIS/ERP training |
Real-time
stock visibility; earlier shortage alerts |
Source: Razzaq
et al. (2024). Dynamic capabilities framework applied to Lakeside Adventist
Hospital context.
3. The Talent Gap in Healthcare Supply
Chains
Globally, healthcare supply chains face a
growing ‘war for talent’, with demand for specialised roles vastly
outstripping supply (WHO, 2021).
Hospitals report high vacancy rates for roles such as cold-chain specialists,
quality-assurance leads and transport analysts, even as the volume and
complexity of temperature-sensitive shipments continues to grow (WHO, 2021).
This global pattern mirrors Sri Lanka’s
situation, where broader workforce shortages, burnout and emigration have
reduced the pool of experienced supply-chain and clinical staff (United Nations News, 2022). For Lakeside,
this means HRM must not only fill current vacancies but also build a
talent pipeline for critical supply-chain roles.
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Critical
supply-chain roles that need proactive HRM attention at Lakeside: • Procurement and
contract-management professionals • Storekeepers and inventory controllers •
Pharmacy technicians and clinical pharmacists • Data analysts for
supply-chain dashboards • Logistics and transport coordinators |
Source: Razzaq
et al. (2024); WHO (2021). Risk ratings are indicative based on role
criticality and current vacancy trends in Sri Lankan hospitals.
4. HRM Actions to Protect People and Supplies at Lakeside
Several concrete HRM actions can support both talent
security and supply-chain resilience at Lakeside Adventist Hospital (Karnamadakala et al., 2024; Razzaq et al., 2024):
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Sources: Karnamadakala et al. (2024); Razzaq et al. (2024); WHO (2021). All examples adapted to Lakeside hospital context.
Use these questions to spark discussion about HRM’s role in
supply-chain resilience:
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Q1 |
How could
HRM better support supply-chain staff, who often work under pressure but
receive less recognition than frontline clinicians? |
Conclusion
Sri Lanka’s fuel and economic crises have
made visible what was always true: supply chains are human chains. The
resilience of Lakeside Adventist Hospital’s medicines and supplies depends
directly on the quality, capability and wellbeing of the people who manage
them. HRM is not peripheral to supply-chain resilience it is its foundation.
By applying dynamic capability theory
building strategic formulation, leadership and digital competence and by
addressing the talent gap in critical supply-chain roles, Lakeside’s HRM
function can help ensure that medicines reach patients, even when fuel is
scarce and the pressure is highest.
Drawing on Karnamadakala
et al. (2024), Razzaq et al. (2024),
WHO (2021) and United Nations News (2022), this post shows
that securing people and securing supplies are the same task and HRM is
uniquely positioned to lead it.
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“A
hospital’s supply chain is only as strong as the people who run it. HRM
builds that strength.” |
References
Karnamadakala,
K., et al. (2024). Confirmation of a measurement model for hospital supply
chain resilience using dynamic capability theory. PLOS Global Public Health,
4(5), e11151684. https://doi.org/10.1371/journal.pgph.0003111
Razzaq, A.,
et al. (2024). Assessing the dynamic capabilities and sustainable performance
in public hospital supply chains management. Malaysian Journal of Social
Sciences and Humanities, 9(10). https://doi.org/10.47405/mjssh.v9i10.3111
WHO. (2021).
Sri Lanka appeal – health emergency context. World Health Organization.
https://www.who.int/emergencies/funding/health-emergency-appeals/2022/2023/2023-appeals/appeal-sri-lanka
United
Nations News. (2022). Sri Lanka’s economic crisis pushes health system to brink
of collapse. United Nations News.
https://news.un.org/en/story/2022/08/1124842
This is a very thought-provoking discussion on the shift from training to development, clearly highlighting how organizations must move beyond short-term skill building to focus on long-term employee growth and career progression.
ReplyDeleteHowever, how can HR effectively transition from traditional training programs to continuous development strategies while ensuring measurable performance outcomes?
Thank you for your thoughtful reflection and for raising such a practical question.
DeleteI think the transition from traditional training to continuous development starts with reframing learning as an ongoing process rather than an event. HR can design development pathways that combine formal training with mentoring, job rotation, coaching, and on-the-job learning, so employees are constantly building capability within real work contexts.
To ensure measurable performance outcomes, it helps to link development activities directly to clear competency frameworks and role-based KPIs. Regular check-ins, performance reviews, and learning assessments can then track not just participation, but actual application of skills in day-to-day work. Digital HR systems can also support this by capturing learning progress alongside performance data, making development more visible and accountable.
In essence, the key is aligning continuous learning with organizational goals so that growth is not only encouraged, but also clearly reflected in performance improvement.
Thank you again for contributing such a meaningful question to the discussion.
This blog offers a very timely perspective on how HRM plays a strategic role in strengthening supply chain resilience during disruptions. I really liked how it highlights that supplier failures are not just an operational issue, but also a people and talent challenge. The connection between workforce agility, succession planning, and cross-functional skills development was especially insightful. In today’s uncertain business environment, organizations that proactively invest in adaptable talent pipelines will definitely be better positioned to handle supply chain shocks. A very relevant and well-written discussion!
ReplyDeleteThank you for your thoughtful feedback. I’m glad the link between HRM and supply chain resilience, especially through talent agility and succession planning, resonated with you.
DeleteIn today’s volatile environment, building adaptable skill sets and strong internal talent pipelines really does become a key buffer against disruption, not just an HR concern but an organisational survival strategy.
Appreciate you taking the time to engage with the discussion.
This is a very powerful and insightful blog that highlights a critical yet often overlooked area in healthcare. I really like how you connected HRM with supply chain resilience and showed how people truly are at the heart of the system.
ReplyDeleteYour use of real-world context and research makes the discussion even more impactful, and the practical HRM actions add strong value. The message that “supply chains are human chains” really stands out and stays with the reader.
Overall, a meaningful and well-crafted piece—great work! 💥❤️
Thank you so much for your kind and encouraging words. I’m really glad the idea that “supply chains are human chains” resonated with you that was a central message I hoped would stay with readers.
DeleteIt means a lot that you found the real-world context and practical HRM actions valuable. Your feedback truly reinforces the importance of viewing supply chain challenges through a people-focused lens.
Appreciate you taking the time to share such thoughtful reflections.
This was a nice read. Your blog post effectively connects HRM strategy to healthcare supply chain resilience, offering practical frameworks for crisis preparedness through dynamic capabilities and talent pipeline development. I’m curious to know, What specific HRM action would you prioritize first at Lakeside Adventist Hospital: cross-training staff for supply-chain flexibility, or investing in the digital inventory dashboards?
ReplyDeleteThank you for your thoughtful comment I’m glad the link between HRM strategy and supply chain resilience came through clearly.
DeleteIf I had to prioritise, I would lean slightly toward cross-training staff first. In a crisis, having people who can step into multiple roles provides immediate flexibility and continuity, even when systems or resources are constrained. That said, digital inventory dashboards are equally important as an enabler, especially for visibility and decision-making.
Ideally, the real value comes when both are developed together capable people supported by the right systems.
Appreciate you raising such a practical and well-framed question.
This is a very strong and original topic because it connects HRM with supply chain disruption in a healthcare-related context. I like how the blog seems to focus on talent challenges during crisis conditions, which makes it highly practical and relevant. The idea that HRM supports resilience during operational disruption is very important, especially in sectors linked to public wellbeing. Overall, this is a thoughtful and impactful post. It could be even stronger with examples of workforce planning, retention or crisis leadership strategies
ReplyDeleteThank you for your thoughtful feedback. I’m glad the focus on talent challenges and HRM’s role in building resilience during disruptions stood out to you.
DeleteI appreciate your suggestion on adding more concrete examples around workforce planning, retention, and crisis leadership. That would definitely strengthen the practical side of the discussion and make the insights even more actionable.
Thanks again for taking the time to engage so meaningfully with the post.