3 Supply Chain Contingency Planning Tips for Medical Device Companies
Scott Hothem • July 16, 2014
The recent months have brought some intense weather to all corners of our country. From the “Polar Vortex” last winter to violent tornadoes across the Midwest to Hurricane Arthur, each new day and week holds something new and potentially challenging. The only thing constant about weather is change. Theses volatile climate patterns unfortunately bring more than wind, snow, rain and lightning. Unfortunately these events cause a spike in emergency room and hospital visits. There have already been 41 tornado fatalities in 2014, according to . In fact during the Polar Vortex, reported that hospitals in Detroit brought in additional staff on multiple occasions to treat ER patients.
To make things more challenging, these additional visits and demands on hospital staffs and medical groups are often coupled with constraints on resources and accessibility. Over the 4th of July weekend, Hurricane Arthur left over 40,000 people with power and even caused a part of North Carolina Hwy. 12 to buckle on Hatteras Island. Last winter’s frigid temperatures and precipitation forced numerous surgeries and procedures to be rescheduled or cancelled. While organizations have contingency plans and redundancies in place to account for these scenarios, what back up strategy is there to account for supply chain complications?
The timely and precise demands that define medical device logistics needs to be maintained, especially in times of great need. Investing the time, energy and resources into contingency planning is like buying insurance. Hopefully you’ll never need it, but having the plans and process in place when these challenges arise can be the difference between life and death. These 3 elements can be implemented into your medical device supply chain, allowing your organization to persevere in the most difficult times.
- Be pre-emptive: While weather plays a major role in the disruption of services and the addition of constraints on resources, there are many other factors that could disrupt your supply chain. Manmade disasters, business decisions and governmental factors, just to name a few. However by having a finger on the pulse of what is happening around your organization can allow you to forecast possible problems. Notifying the key logistical partners that make up your supply chain is key. Ensure everyone is on the same page and ready to find answer to potential questions.
- Increase your essential supplies: To combat any lags or disruptions to your supply chain, having an abundance of the most necessary and important supplies stocked and accessible is crucial. Any device that you’ve been without in a similar situation should be maintained at a higher level to prevent a recurrence. While your bottom line is still a major consideration, you don’t have to throw your inventory management plan out of whack, but you do need to account for any delays.
- Supplier audits: This is a key element in maintaining visibility. Understanding and seeing the process your logistic partners leverage, and more importantly the results, can show the imperative steps to protect it in an emergency, as well as where other resources can be pulled to create a lean, agile fulfillment plan when necessary.
Supply chain contingency is a key element within your overall strategy. Identifying and responding to potential risks can mitigate a substantial threat to not only your operations, but your community. In an survey, 73% of participating companies claimed to have experienced a supply chain disruption. 32% of those said it took over 1 month to recover. Working closely with your supply chain personnel and partners is a critical step in preparing for the worst. With a focus on visibility and a track record of results, Barrett Distribution Centers has the technology, man-power and resources to play a key role in your contingency planning.
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If you’re evaluating third-party logistics (3PL) partners, the #1 tip is simple: Go on-site. A site visit will tell you more in 15 minutes than any sales presentation ever will — and it can save you months of operational pain down the road. While on-site, here are the top three things you should be doing: 1. Meet the people doing the work Start with the people — not the slides. Meet the operators on the floor Talk to the warehouse managers Ask questions directly to the people picking, packing, and shipping orders You’ll learn quickly whether the team truly understands the operation or is just following a script. A strong 3PL isn’t just systems and software — it’s experienced people who care about execution. Bonus tip: Spend time with the general manager . Their visibility, accountability, and involvement matter more than most brands realize. 2. Pay attention to cleanliness and organization This one is underrated — and incredibly telling. Are aisles clearly marked? Is inventory organized and easy to locate? Are workstations clean and efficient? Pro tip: Check the bathrooms 馃憖 If shared spaces are clean and well-maintained, chances are the same standards apply to inventory, orders, and overall service. 3. Watch how orders actually move through the building Don’t just ask how fulfillment works — watch it happen . How do orders flow from receiving to storage to pick, pack, and ship? Are there bottlenecks? Is automation helping or slowing things down? Do employees seem confident in the process? This is where reality separates itself from the pitch deck. What looks great on paper can fall apart in motion, and a live walkthrough makes that obvious fast. Why a site visit matters more than any deck A 3PL can show you metrics, technology screenshots, and polished case studies. But only a site visit shows you: Culture Execution Attention to detail How issues are handled in real time That firsthand perspective can prevent misalignment, missed expectations, and painful transitions after go-live. The bottom line If you’re choosing a 3PL partner, don’t skip this step. Go on-site. Meet the people. Watch the operation. It’s the fastest way to validate your decision — and one of the smartest moves you can make before signing a contract. Interested in booking a visit to one of Barrett's facilities? Contact us to schedule your free peak season audit here.
Warehouse automation isn’t new, but determining when it actually makes sense is where most companies struggle. Recorded live at WERC 2025 in New Orleans, this conversation brings together leaders directly involved in real-world warehouse automation decisions. Kevin Lawson interviews Chris Lingenfelter , founder of Robot Advisors, and our very own Tim Barrett , CEO of Barrett Distribution Centers. They sit down for a practical discussion on robotics, drones, and the hype surrounding automation. The focus stays on what actually matters: cost per unit, operational fit, employee experience, and ROI. If you’re evaluating warehouse automation or wondering why past investments haven’t delivered, this breakdown offers practical, experience-backed insights. Why Barrett took a robot-agnostic approach One of the most important takeaways from the WERC session: there is no one-size-fits-all robot. Barrett was an early adopter of autonomous mobile robots (AMRs), including systems from Locus Robotics and Six River Systems. But instead of standardizing on one solution, the company evaluates automation based on: SKU count and product size Order profiles and velocity Facility layout Customer growth expectations A footwear operation with serialized inventory has very different needs than an apparel fulfillment center, and Barrett treats them that way. The result: better outcomes for customers and lower long-term operational risk. Inventory drones: the unexpected game changer While AMRs get the spotlight, Barrett’s biggest automation win came from inventory drones. Using drone-based cycle counting, Barrett increased inventory count frequency by more than 7x while significantly reducing labor costs. For high-accuracy environments, especially serialized footwear inventory, this technology proved essential. The impact went beyond numbers: Higher inventory accuracy Faster exception resolution Better employee roles focused on analysis instead of manual counting In short, automation didn’t eliminate jobs. It made them better. How Barrett really thinks about ROI ROI isn’t ignored, but it isn’t the only metric. Barrett evaluates automation using cost per unit shipped rather than chasing flashy payback models. Capital investments are amortized based on contract life and redeployment potential, then layered with labor and operating costs. The guiding question is simple: Which solution produces the lowest sustainable cost per unit? That approach keeps decision-making grounded and aligned with customer outcomes, not tech hype. “To bot or not” starts with a baseline Chris Lingenfelter, founder of Robot Advisors, reinforced a critical point during the session: You can’t evaluate automation if you don’t understand how your warehouse operates today. Many companies struggle to answer basic questions: What does each unit really cost to ship? Where are labor inefficiencies hiding? Which processes are already working well? Before recommending automation, Robot Advisors helps operators establish a true baseline, then compare technologies objectively. Sometimes, the right answer isn’t robotics at all. That honesty matters. Automation as a competitive advantage for 3PLs For Barrett, automation isn’t just an operational tool. It’s a competitive differentiator. When engaging new prospects, the team often presents: Multiple automation paths Clear tradeoffs between solutions A data-backed rationale for each option That depth of analysis resonates with COOs and CFOs evaluating long-term fulfillment partners. It signals preparedness, transparency, and experience, not guesswork. The workforce question: what changes, what doesn’t As robotics adoption increases, warehouse roles are evolving. At Barrett, automation shifted labor away from repetitive tasks and toward: Exception management System oversight Data analysis Engineering and IT support Over time, this required growing centralized IT and engineering teams, a necessary investment to support advanced operations across multiple facilities. The takeaway from WERC 2025 was clear: automation changes work. It doesn’t eliminate the need for people. Thinking about automation, but not sure where to start? Contact us now for a free supply chain consultation.
FOR IMMEDIATE RELEASE Franklin, MA — Barrett Distribution Centers , a leading third-party logistics provider recognized for its expertise in eCommerce and omnichannel fulfillment, is proud to announce a new partnership with Maxwood Furniture to support its Western US DTC fulfillment operations. The partnership marks a significant milestone for Maxwood as the company continues to scale its nationwide distribution strategy. Maxwood Furniture is a global manufacturer of precision-engineered wood furniture with more than 20 years in the market. The company offers several distinct brands and product lines that ship from its US-based distribution centers or directly from its 1.3 million-square-foot factory in Vietnam. Maxwood serves retailers, design and procurement firms, hotel groups and turnkey project companies around the world. “We walked away from our visit to Barrett’s Montebello operations genuinely impressed with the visibility their systems provide,” said Heidi Germann , senior manager of operations at Maxwood. “Their integration, reporting and thoughtful approach to network design really stood out. Barrett’s geographic footprint fits where we’re headed and their team’s thoroughness helped us determine the best transition path.” After the initial transition, Barrett will begin planning a Dallas warehouse location to support Maxwood’s continued growth. “We are excited to partner with the Maxwood Furniture brand and team,” said Mark Healy , vice president of customer solutions at Barrett. “Our companies are aligned culturally and operationally, which creates a powerful combination to support Maxwood’s market-leading growth initiatives.” The launch is scheduled for mid December with outbound DTC order processing beginning shortly after. About Maxwood Furniture: Maxwood Furniture is a family-owned and operated import and wholesale business that designs, manufactures, and distributes solid wood furniture products across North America and around the globe. Our products are meticulously engineered in our fully accredited factory to meet or exceed US & EU safety standards. We manufacture using the latest equipment & best materials, including industrial-grade hardware, to create products that are made to last. Our customers range from designers to small independent & large retailers such as Rooms to Go, Jordan’s Furniture, and Bernie & Phyl’s. About Barrett Distribution Centers Since 1941, Barrett has provided customized third-party logistics (3PL), direct-to-consumer (DTC) eCommerce fulfillment, omnichannel distribution, managed transportation solutions and retail compliance for clients across all industries, with a focus on apparel & footwear, health & beauty, consumer packaged goods (CPG) and education. Barrett continues to be a leading 3rd party logistics provider in North America, known for superior execution, customer engagement and direct access to senior leadership decision makers. As a member of Inc's fastest growing companies list 15+ times, Barrett is big enough to do the job and still small enough to deeply care about your business. Brands interested in a new 3PL partnership may contact Barrett directly here . Official Release Here
