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Editor’s note: This is part 4 of a four part series on orthopedic supplier solutions to today’s most pressing challenges. Check out part 1 for advice on dealing with the uncertainty of today’s orthopedic market, part 2 for for supply chain management pearls and part 3 for advice on controlling manufacturing costs.
In the competitive orthopedic market, speed to market is an important strategic advantage. As OEMs launch innovative products, they rely on supplier partners that can move quickly and efficiently without compromising quality — and communicate clearly to keep projects on time and on budget. Their efforts are shaving weeks off production timelines, reducing supply chain complexity and delivering devices that help OEMs stay ahead of the competition.
Reduced Lead Times
Speed to market is always an important consideration for OEMs as they look to partner with orthopedic suppliers. “If you can get to market sooner, you get a better shot at capturing early market share and can hit peak sales earlier in a product’s lifecycle,” said Steve Rozow, General Manager at Mach Medical. “That has real financial weight behind it.”
To support faster production times, Mach Medical have invested heavily in automation. “We’ve put a lot of effort into automating our engineering workflows and standardizing tooling, basically anything that could slow down a launch,” Rozow said.
By automating engineering workflows and optimizing tooling, Mach Medical is positioned to accelerate product introductions, enabling their customers to commercialize faster and more efficiently. This is particularly critical in the highly competitive orthopedic market.
As part of its efforts to reduce complexity and streamline operations, Orchid has embraced technological innovations such as additive manufacturing. “We’re leveraging EBM, especially for large joints, to create lattice structures and porous surfaces,” said Lisa Hiller, Strategic Account Manager at Orchid Orthopedic Solutions.
EBM simplifies the manufacturing process by reducing the number of steps required to produce a part. Previously, a part would need to be forged, machined, porous coated and finally finished. Now, Orchid can consolidate that process into just two main steps: printing the part and then machining and finishing it.
The process streamlines operations and eliminates unnecessary steps. Another major benefit is reducing how often parts need to change hands or be shipped between different facilities. By integrating more processes within a single location, Orchid minimizes lead times, reduces supply chain complexity and creates a more efficient and resilient system.
Each product is different, but Orchid can produce a finished tibia tray with a porous surface in about 10 to 12 weeks with EBM. In the past, when subtractive manufacturing was used, the timeline was typically at least 20 weeks because the piece had to go through so many separate processes. Depending on the product type, Orchid is achieving lead times that are up to 50% shorter overall.
The company is also focusing on becoming more vertically integrated within a single manufacturing site. By integrating more capabilities within each of its facilities, Orchid can further simplify its supply chain and reduce its reliance on external suppliers and transportation networks.
“One of our major initiatives is co-locating as many operations as possible,” Hiller said. “This approach reduces the amount of movement required to get a product to its finished state and minimizes shipping between facilities.”
By consolidating operations, Orchid simplifies the manufacturing process and shortens lead times, two significant factors that ultimately benefit their customers.
Collaboration and Communication
In a rapidly changing environment, it’s essential for suppliers to stay in close communication with their OEM customers. ARCH Medical has moved away from the traditional approach of annual planning sessions, opting instead to check in with customers on a monthly or even more frequent basis.
“We’re staying much closer to customers, checking in to understand what they’re seeing now, rather than waiting for another quarter or half a year to pass before following up,” said John Ruggieri, Senior Vice President of Business Development at ARCH Medical Solutions. “It’s important to stay that engaged.”
At the same time, suppliers must closely monitor the data. “The numbers are right in front of you,” Ruggieri said. “In some cases, customers aren’t even fully aware of their own buying patterns. Because we’re reacting directly to their purchase orders, we gain valuable insights into their behavior.”
Ruggieri said the projections made in Q4 of one year often don’t hold up by the time Q2 of the next year arrives, which means companies must be agile in their forecasting and planning and forecasting. “A lot can change in a few months, so we need to remain flexible,” he said. “Staying in touch with our customers on a more consistent basis allows us to pivot quickly and adjust our approach based on real-time data.”
The orthopedic manufacturing landscape is evolving rapidly, and Orchid, like many other companies in the industry, is continuously adapting to meet new challenges.
“The number of calls and questions we’re receiving has definitely increased because market forces are changing so quickly,” Hiller said. “Even when we provide updates — like the current situation with raw materials or how tariffs are impacting our operations — the landscape can shift so quickly that by the next week, the same questions resurface.”
Considering this dynamic, Orchid has established a dedicated focus team to monitor the rapidly changing environment and ensure that the company is prepared for any shifts in the market.
“The team meets regularly to stay on top of all the moving parts in our business and how these changes are affecting us,” Hiller said. “This allows us to provide our customers with up-to-date answers and respond more quickly and confidently when questions arise.”
Orthopedic OEMs and suppliers must generate accurate forecasts, follow market trends and keep an unwavering eye on the bottom line. They must also remain prepared and agile to respond quickly to tariffs, material shortages and unpredictable demand. The companies that work together and embrace change will be better positioned to thrive and overcome the persistent barriers to long-term growth.
