05 October 2026

Is Your MedTech Supply Chain Still Fit for the Next 3–5 Years?

October 2026: Rising costs, regulatory complexity, regional supply risks and changing demand are putting pressure on traditional MedTech supply chain models. The question is no longer simply where to reduce cost. It is whether your current footprint, sourcing model, automation strategy and operating model are still fit for the next 3–5 years.

In this one-hour executive webinar, BCI Global shared how leading MedTech companies are rightsizing their supply chains to balance five competing priorities: cost, service, compliance, resilience and growth.

Practical perspectives are provided on:

  • Rightsizing the footprint: How companies are reassessing global vs. local-for-local models, APAC hubs and the evolving roles of China and India, as well as their European and North American footprints
  • Make, buy or redesign: Where logistics capabilities should remain under direct control and where outsourcing can create greater scale, flexibility and resilience
  • Automation beyond productivity: How automation can address structural labor shortages while improving quality, scalability and cost
  • Compliance by design: How MDR, serialization and traceability requirements are shaping practical supply chain and logistics capabilities
  • Future operating model: How Agentic AI, decision automation and orchestration can change the way supply chain and logistics decisions are made

Why download this deck? Because the supply chain model that worked five years ago may no longer be the model your business needs for the next five.

This deck will help you pressure-test your current setup, identify where the existing model still creates advantage, and recognize where redesign could unlock value without turning rightsizing into another large-scale transformation program.

It includes practical choices, real-world examples and a pragmatic perspective on what to change, what to preserve and where to focus next.

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Is Your MedTech Supply Chain Still Fit for the Next 3–5 Years?
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Robert Wieggers
Principal Consultant