By Sean Fenske, Editor-in-Chief

Due to a number of events—from the pandemic to logistics nightmares to natural disasters—medical device manufacturers are taking a hard look at their supply chains. They are reevaluating established relationships as well as determining if new partners are required. The goal of this assessment is to ensure a reliable network for components and services.

With this in mind, many suppliers are proactively taking steps to guarantee their status as a dependable partner. For some, this means making strategic changes, while others have already laid a solid foundation and established a reputation for reliability. It is those suppliers who offer the model by which other suppliers will be measured.

One such supplier who had established a reputation for reliability is Qosina. To help explain how the company addresses current day supply chain concerns and potential inquiries from customers, Lee Pochter, the company’s CEO, responded to a series of questions. In the following Q&A, he shares his thoughts on industry concerns, what OEMs are seeking, and what offerings are most important.

Sean Fenske: Due to a variety of factors, more companies are reevaluating their supply chains. How has this impacted Qosina, or what have you heard about this from customers?

Lee Pochter: We’re definitely hearing concerns about supply chain stability from our customers, especially after the dockworkers’ strike and the ongoing tariff issues. Fortunately, this plays right to our strengths. We’ve built our reputation on having a rock-solid supply chain. We don’t put all our eggs into one basket; we work with hundreds of suppliers across different continents and countries. If one manufacturer faces challenges, we have backups ready to go. So, while customers are worried about supply chains in general, for us, it’s been a positive situation because we can confidently say, “We’ve got you covered,” and truly mean it.

Fenske: Where is the value proposition sweet spot? In other words, what capabilities are companies seeking from their supply chain?

Pochter: What companies want right now is peace of mind. They need to know they can count on us so they’re not facing production shutdowns because a part didn’t show up. They’re looking for partners who take the supply chain seriously; companies actively investing in it rather than just talking about it. They want to know we’re thinking about potential problems before they happen, which we are. It’s about building trust with our customers through reliability.

Fenske: How important is regionality for medical device manufacturers when it comes to the supply chain? Is this just getting lip service from companies or is it of real interest?

Pochter: We’re seeing genuine interest in this topic from several customers. It’s part of the reason we opened our European office in Milan in 2019. Having sales representatives in various European countries means we can talk to customers in their own language—both literally and in terms of understanding their market. We’ve also developed “local-for-local” capabilities, where we can source from an Italian, French, or German manufacturer to serve European customers directly. This means products don’t have to cross the Atlantic twice, which saves our customers money and adds another layer of security to our supply chain. People aren’t just talking about regionality, they’re actively seeking it out.

Fenske: Due to the regulatory nature of medical device manufacturing, how important is it to support companies with documentation for components?

Pochter: It’s absolutely critical. We have comprehensive documentation for most of the components we sell, and our customers rely heavily on this. We provide free, downloadable 3D-CAD models, which allows engineers to test our components directly in their designs. This ensures a smooth integration process and helps them remain on schedule. In the medical device world, having the right documentation isn’t just helpful—it’s essential. We’ve built this functionality into our systems so customers can access what they need when they need it.

Fenske: Do you find companies come to you with specific component designs or wants, or is it more of a consultative process where they explain their needs and seek solutions?

Pochter: We see both approaches regularly. Many customers come to us with specific requirements in mind, while others are seeking more guidance. Our role is to help engineering teams find the components that meet their exact needs. We don’t tell them how to use the parts—that’s their expertise. We’re here to support their vision by ensuring they have access to the right components. It’s about being a resource for engineers rather than dictating solutions.

Fenske: What factors are most important now to medical device firms regarding their supply chain? Is it costs? Speed to market? Something else?

Pochter: Reliability is the top concern, hands down. Companies need to know they’ll get their components when expected. When production lines shut down because parts aren’t available, the costs are enormous—far more than any savings from cheaper components. While cost always matters, it becomes secondary when reliability is at stake.

With regard to speed to market, the medical device development cycle is already quite lengthy, so modest improvements in component delivery times aren’t game changers. What really matters is predictability, which ties into another of our strengths: we maintain a substantial inventory based on careful forecasting. We’re not overstocked, but we have enough to meet our customers’ needs consistently.

Fenske: Do you have any additional comments you’d like to share based on any of the topics we discussed or something you’d like to tell medical device manufacturers?

Pochter: I think it’s important for medical device manufacturers to know we don’t wait for problems to arise before addressing them. We’re constantly thinking ahead, asking ourselves, “What will our customers need next?” “What might keep them up at night?” and “How can we make them feel secure in working with us?” We’re always looking for ways to improve our value and service. This proactive approach means we’re often solving problems before our customers even have to ask about them. That’s the kind of partner we strive to be.

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