Healthcare procurement has reached an evolutionary stage in which ethical sourcing methods are becoming business imperatives. Growing global scrutiny of corporate responsibility has heightened pressure on medical organizations to show openness in their procurement processes.
In the wake of COVID-19 pandemic, healthcare companies are putting greater focus on human rights, as they come to terms with their responsibility of upholding fair labor practices in their supply chains. In addition, sustainability targets are increasingly shaping decisions, as healthcare systems work to lower their carbon footprint and overall environmental impact. A KPMG 2024 survey found that 66% of procurement leaders see regulatory and environmental, social and governance (ESG) demands as reshaping their sourcing decisions within three to five years.
Healthcare product sourcing is shifting beyond considerations of cost, quality and efficiency to prioritize ethics, in the form of transparency, sustainability and worker welfare.
First and foremost for businesses is the rise in reputational risk. The presence of forced labor or environmental degradation within supply chains threatens to greatly damage brands, eroding trust among patients, regulators and the public.
Regulatory conditions are tightening all over the globe, coupled with a shift in stakeholder expectations of responsible behavior. Patients, employees and concerned members of the public are viewing organizational responsibility as part of their core values. According to a 2024 IBM Institute for Business Value study, 62% of healthcare executives consider ethical procurement to be a critical competitive differentiation.
The harmful effects of unethical sourcing practices extend far beyond procurement decisions. Suppliers using forced labor or unsafe conditions damage supply chains and patient care. The result is production delays, shortages and problems with the quality of supplies. And healthcare facilities are forced to pay high emergency fees, straining budgets and lowering the quality of care.
In the U.S. alone, hospitals spend over $25 billion yearly on supply chain problems caused by fraud, waste and legal issues. Working with unethical suppliers can even break laws like the Tariff Act of 1930, which bans goods made with forced labor.
These violations can lead to product seizures, delays in imports and heavy fines. Reputation damage adds to these problems. Patients may stop trusting organizations they feel are not following moral principles.
Medical staff morale drops when employees learn that their workplace supports exploitation. Since healthcare supply chains are deeply connected, unethical actions in one part can disrupt the entire system. This undermines an organization’s primary mission of providing safe, quality and effective patient care.
Yet healthcare procurement teams face major hurdles when trying to use ethical sourcing practices in complicated supply networks. The biggest challenge is lacking clear visibility into supplier practices. A Deloitte study found that 57% of companies struggle to match green supply chain efforts with business goals.
Complex supplier networks with multiple layers make this even harder. Healthcare organizations usually deal with main suppliers, who depend in turn on many other smaller vendors. Each additional layer reduces visibility into actual working conditions, environmental practices and labor standards.
This level of complexity makes it challenging to ensure that all suppliers are meeting standards across each step of the chain. Cost pressures compound these challenges. Ethical suppliers typically charge more due to fair worker pay, investments in eco-friendly practices, and compliance requirements.
Healthcare organizations need to control costs within tight budgets without lowering care quality. Emergency procurement situations add to the problem because urgent medical needs might push teams to skip ethical checks.
Limited resources also make it hard to implement ethical sourcing. An effective supplier-auditing system needs dedicated staff, special skills and ongoing monitoring. Many healthcare organizations do not have the ability to carry out thorough ethical checks on thousands of suppliers.
Forward-thinking procurement leaders are moving beyond policy statements to implement concrete strategies that build responsible, resilient and transparent supply chains. New technologies are helping leaders to invest in blockchain traceability platforms that map multi-tier supply chains, and monitor and verify ethical compliance throughout their networks, beyond just first-tier suppliers.
Furthermore, ethical, corporate and ESG criteria are systematically added to the sourcing lifecycle. This means embedding specific requirements related to fair wages, safe working conditions and carbon emissions directly into requests for proposals, supplier scorecards and contract terms.
Because ethical sourcing is complex, many hospitals now team up through industry groups. They pool audit resources, agree on common ethical standards and jointly push for responsible practices. This emphasis on teamwork makes their voice stronger across healthcare, and shows a commitment to making ethics part of daily procurement.
A combination of regulatory requirements, stakeholder expectations and supply chain vulnerabilities has made responsible procurement practices critical to operational resilience. Healthcare leaders that embrace comprehensive ethical sourcing strategies position their firms to face future problems while retaining public trust and regulatory compliance.
The integration of technology, collaborative partnerships and systematic evaluation frameworks shows that ethical procurement is achievable at scale.
Organizations that delay this transition risk exposure to reputational damage, regulatory penalties and supply chain disruptions that ultimately compromise patient care quality and sustainability.
Lesley Barton is the national clinical and training manager at Bunzl & AMHC.