Healthcare supply chain leaders say the hiring challenge isn’t just about filling open roles — it’s about redefining what those roles require as the function becomes more complex, technical and tightly integrated with clinical care.
Across health systems, the hardest-to-fill positions span both ends of the workforce. On one side are front-line operational roles that keep hospitals running day to day. On the other are increasingly specialized positions that demand a blend of analytics, contracting expertise and technological fluency — a combination that leaders say is still in short supply.
For many organizations, the most immediate pressure is at the front line. Leaders pointed to ongoing difficulty hiring roles like material handlers, inventory coordinators and buyers — positions that are essential to keeping supplies moving but often struggle to compete on pay with other industries.
“We are facing a lot of competition for these same types of positions from others outside of healthcare such as Walmart, Target and Amazon,” said Sarah Charai, executive director of supply chain operations at Cleveland Clinic.
“These roles are difficult to staff due to noncompetitive starting wages compared to other industries competing for the same talent pool,” added Don Barton, chief technical officer and director of supply chain management at Major Health Partners in Shelbyville, Ind.
At the same time, even these roles are becoming more demanding. Leaders say positions that were once largely transactional now require familiarity with systems, workflows and data, raising expectations for candidates while shrinking the available pool.
The work itself is also becoming more complex — particularly in roles that sit closer to clinical care.
At Nicklaus Children’s Health System in Miami, leaders have spent months trying to recruit a clinical resource manager with a strong operating room background.
“These roles now require contracting knowledge, data analytics, operational understanding and the ability to work closely with physicians,” said Edith Perez, executive director of supply chain at Nicklaus.
Workforce expectations are adding another layer of strain. Leaders say remote and hybrid preferences are narrowing the pool for roles that still require an on-site presence to engage clinicians and support procedural areas, further tightening an already constrained labor market.
Together, those pressures are reshaping what supply chain work looks like — and what skills are required to do it.
Michael Alfaro, director of materials management at Community Memorial Healthcare in Ventura, Calif., described the “new normal,” defined by geopolitical disruptions, pricing volatility and ongoing product recalls, all of which require faster, more data-driven decision-making.
To keep pace, organizations are placing greater emphasis on roles that combine operational expertise with analytics and technology. Contracting complexity is also raising expectations, with sourcing professionals now expected to manage data, processes and stakeholder relationships alongside traditional category work.
AI is accelerating that shift. Leaders say automation is helping reduce manual, repetitive work — particularly among entry-level roles — while supporting forecasting and contracting decisions. Ms. Charai said these tools are helping ease workforce gaps while improving employee satisfaction.
But leaders emphasize that AI is not replacing experienced professionals. In a healthcare environment built on relationships and clinical collaboration, human judgment remains critical. Instead, AI is pushing teams toward higher-skill roles, with organizations prioritizing candidates who can adapt as demands evolve.
But even as roles evolve, some leaders say a more fundamental issue is limiting progress: the talent pipeline itself. Carlos Maceda, vice president and chief supply chain officer at Mount Sinai Health System in New York City, said relatively few academic programs focus specifically on healthcare supply chain, and many graduates don’t consider it as a career path.
As a result, many professionals “fall into” the field rather than enter it intentionally, making it harder to build a consistent pipeline of trained talent.
In response, some organizations are shifting their focus from external hiring to internal development — investing in career ladders, upskilling and clearer pathways to move employees into more advanced roles.
Meena Medler, chief supply chain officer at Sutter Health in Sacramento, Calif., said the goal is to build a “more resilient, adaptable and future-ready workforce” by strengthening capabilities over time.
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