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Economic shocks can be extremely challenging, but they also provide opportunities to improve operations, and this is very true of our relationships with vendors. Rather than treat vendor visits as intrusions and assigning front office teams as gatekeepers, this is a great time to establish systems for prescheduling vendor visits (or even televisits), streamlining inventory to just those products needed, and leveraging vendor relationships to bring the most value to clients, the hospital team, and the hospital itself. This does not necessarily always favor the vendor with the lowest price, since value can be conveyed in other ways such as hospital support, continuing education, expedited delivery, and prioritization when supplies are in high demand but short supply.

As new products become available, rather than sales representatives visiting with any staff member who might be available, they can be requested to provide a packet of information to a formulary evaluation committee, in charge of making recommendations for what might be included in inventory. In general, if a product is recommended to be included in the hospital formulary, then the committee should also recommend which product in the same class of medications should be removed from the formulary, or only made available through the hospital's online pharmacy. If the committee evaluates a product and finds that it is not suitable to be included in the practice formulary, those reasons should be recorded and conveyed to the hospital staff so the product does not need to be reevaluated every time a representative makes a sales call.