Medtech executives are rewriting their supply chain strategies to ensure uninterrupted access to critical therapies, amid heightened tariff volatility and geopolitical risk. At AdvaMed’s The MedTech Conference, executives shared their approaches to building resilient supply chains.
Jon Rennert, chairman of Zoll Medical, noted that the medtech industry has faced significant supply chain disruptions in recent years, including semiconductor shortages during the COVID-19 pandemic and tariff pressures. The company is facing another semiconductor crisis in 2026, driven by competition with data centers for semiconductor chips.
Rennert emphasized the importance of strategic investments in inventory to ensure consistent supply. Zoll has worked to protect its critical supply of electronics by building relationships with chip suppliers and helping them understand the importance of its devices to patients.
Building Resilient Supply Chains
Heather Knight, chief commercial officer at Solventum, stressed the need for constant scenario planning to meet customers’ requirements. The company, a 3M healthcare spinoff, has a diverse portfolio of products, including wound care, infection prevention, and health information systems.
Knight recommended prioritizing life-saving products and building resiliency backward from there. With 30,000 SKUs, it is not possible for Solventum to build redundancy across its entire portfolio, so the company focuses on critical products that customers depend on.
Christopher Toth, CEO of Vantive, emphasized the importance of having a disaster recovery plan, an integrated business planning process, and regional leaders accountable for inventory. The company, formed in 2025, has 20 global manufacturing facilities and a focus on home dialysis solutions.
Regional Manufacturing and Supply Chain Footprints
Toth encouraged companies to think of manufacturing or supply chain footprints as a competitive advantage, rather than a cost.
Knight suggested that organizations simplify their supply chains by examining their portfolios and identifying opportunities to buy where they make and make where they sell. This approach can reduce shipping times and costs.
Rennert noted that Zoll has faced disruption from suppliers closing plants due to tariffs. The company has developed relationships with parallel suppliers that have excess capability to front-load Zoll’s projects if needed.
Putting Patients First
From a company perspective, Vantive’s philosophy is to do its job as if each patient is a family member. This approach drives the company’s focus on building resilient supply chains and ensuring uninterrupted access to critical therapies.
By prioritizing critical products and building relationships with suppliers, companies can reduce the risk of supply chain disruptions and ensure that patients have access to the therapies they need.
