Reimagining Procurement & Supply Chain as a Driver of Healthcare Innovation
Amit Mahajan
Group Chief Procurement & Supply Chain Officer
Reimagining Procurement & Supply Chain as a Driver of Healthcare Innovation
Amit Mahajan
Group Chief Procurement & Supply Chain Officer
Sparsh Hospital
Healthcare procurement today is no longer about transactional buying. It’s about performance, foresight, and resilience. In a sector where supply chain disruptions can directly affect patient care, the need for intelligent, agile, and purpose-driven procurement has never been more pressing. Amit Mahajan, Group Chief Procurement & Supply Chain Officer at Sparsh Hospital, is leading that transformation with precision and purpose. With over 24 years of cross-industry experience spanning telecom, industrial engineering, electronics manufacturing, and now healthcare, Amit brings a rare blend of strategic vision and operational depth. His ability to navigate both high-mix/low-volume and high-volume/low-mix procurement scenarios enables him to build highly adaptive supply chain models. At Sparsh Hospital, Amit has elevated procurement & supply chain into a value-generating function— integrating technology, embedding risk intelligence, and aligning sourcing strategies with the hospital’s broader goals. His leadership drives high-impact cost reductions, strengthens vendor partnerships, and supports faster, more efficient care delivery. What sets Amit apart is his future-ready approach: rethinking procurement not as a support role but as a catalyst for innovation. He champions cross-functional collaboration, supplier-led innovation, and digital transformation to ensure supply chain strategies serve both patient outcomes and long-term business resilience.
"Its all about blend of 4C’s - Cost, Compliance, Communication, Customer centricity & 4P’s – Process, Problem Solving, Productivity, Pace as drivers for an efficient Supply Chain."
As healthcare undergoes rapid transformation, Amit stands out as a visionary leader redefining the possibilities of healthcare procurement, delivering impact that goes far beyond cost and into the very heart of care delivery. How? Let us know here.
How do you make healthcare procurement a strategic driver of quality and innovation?
Procurement in healthcare must transcend the traditional focus on cost and evolve into a strategic enabler of quality and innovation. At Sparsh Hospital, I lead efforts to source technology products that meet stringent technical and clinical standards while optimising total cost of ownership. Our procurement strategy is tightly integrated with the hospital’s mission to drive clinical excellence and superior patient outcomes, where quality and technology are paramount. I liken cost productivity to oxygen— indispensable for survival—but it’s the quality, reliability, innovation, efficiency, maintenance, and service that are the nutrients vital for sustained success. We meticulously evaluate suppliers’ R&D capabilities, manufacturing processes, distribution channels, and service support before onboarding. Clinically led product trials further ensure new technologies meet our rigorous requirements. Our approach fosters strategic partnerships rather than mere transactional interactions, promoting co-development of products that align with our clinical needs. Initiatives such as distributor consolidation, Vendor Managed Inventory (VMI), and developing a lean, capable supply base have delivered operational excellence and significant intangible benefits. Establishing well-defined SOPs that balance governance with agility empowers our teams to meet dynamic healthcare demands. Digital transformation remains central, enabling us to leverage data and technology for continuous improvement in procurement and patient care outcomes.
What outdated hospital procurement belief or process would you change, and how?
The “Lowest Price Wins” mindset is outdated in hospital procurement. Today, value-based purchasing leads to prioritising quality, patient outcomes, and long-term cost efficiency over just upfront price. Digital transformation has modernised procurement by reducing manual processes and improving accuracy. Strong collaboration between clinical teams and procurement is key. Early involvement of clinicians in supplier selection and product evaluation ensures decisions that balance cost, quality, and patient care—delivering better outcomes and sustainable value.
Describe a supply chain crisis you turned into a creative opportunity. What unconventional strategy did you use?
I have always believed that the word “Impossible” is really “I AM POSSIBLE.” This mindset drives me and my teams to push boundaries and succeed even in the toughest transformations. The COVID-19 crisis was a true test for healthcare supply chains in India. Ensuring uninterrupted availability of critical drugs, consumables, and equipment amid widespread disruptions was a massive challenge. But this crisis also sparked creativity and urgency— because saving lives was non-negotiable. We adopted unconventional strategies: rapidly developing new vendors, qualifying alternate products in record time, and leveraging strong supplier partnerships. These efforts ensured zero shortages across our hospital network, whether it was liquid medical oxygen, PPE kits, N95 masks, or ventilators. COVID taught us that long-term resilience must be prioritised over short-term savings. As a supply chain leader, I now emphasise risk assessment and mitigation strategies. One vital lesson was the importance of diversifying suppliers rather than depending on a single source, a strategy that proved crucial during the pandemic and continues to guide us in building a more resilient supply chain.
Where do you go to refocus as a leader?
I often rely on self-reflection and recalling lessons from past challenges to untangle complex problems. Using the 4W & 1H approach breaks issues into manageable parts and keeps me composed. Leadership requires both being results-driven and empathetic—I demand accountability while valuing my team’s perspectives, which helps me reset. Music is my mental escape that rejuvenates me. The dynamic environment of hospital procurement constantly hones our skills and gives purpose to our work, reinforcing my focus and drive.
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