Industrial Management Journal

Industrial Management Journal

Lean, Agile, Resilient, Green, and Sustainable Healthcare Supply Chains: A Qualitative Framework for the Medical Equipment Sector

Document Type : Original Research Article

Authors
1 Ph.D. Candidate, Department of Industrial Management, Faculty of Management, Ra.C., Islamic Azad University, Rasht, Iran.
2 Associate Prof., Department of Industrial and Systems Engineering, Fouman Faculty of Engineering, College of Engineering, University of Tehran, Tehran, Iran.
3 Assistant Prof, Department of Industrial Management, Faculty of Management, Ra.C., Islamic Azad University, Rasht, Iran.
Abstract
Objective: This study develops a qualitative framework for evaluating healthcare supply chain performance in the medical equipment sector. It distinguishes the core Lean, Agile, Resilient, Green, and Sustainable (LARGS) performance dimensions from the contextual conditions that facilitate or constrain their implementation.
Methodology: Semi-structured interviews were conducted with 18 managers and logistics experts from Iranian medical equipment firms. Participants were selected purposively and had at least five years of relevant experience. Data saturation was reached after 15 interviews, followed by three additional interviews to confirm theme stability. The data were analyzed in MAXQDA using a mixed deductive–inductive thematic approach based on Braun and Clarke’s six-phase framework.
Results: The analysis identified 13 themes organized into two levels. The performance level comprised lean, agility, resilience, green, and sustainability. The contextual level included product and service quality, digital technology and infrastructure, information integration and operational coordination, risk and crisis management, human resources and capacity development, leadership and senior management commitment, organizational culture, and government policies and regulations. The findings indicate that quality operates as a control and feedback mechanism, while technology, information integration, leadership, culture, and workforce capabilities support the combined implementation of LARGS dimensions. Institutional conditions, including sanctions, pricing policies, administrative procedures, and budget allocation, can restrict organizational action.
Conclusion: The framework separates performance outcomes from their enabling and constraining conditions and provides an initial set of sector-specific indicators. It can support performance diagnosis, indicator selection, and improvement planning in medical equipment companies and healthcare organizations.
Keywords
Subjects

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