When a large supplier of hand hygiene products collapsed overnight, NHS Supply Chain led a national response to protect patient safety
The silent guardian of patient safety
Imagine delivering care without washing your hands. For most of us, that sounds unthinkable. Yet, on 30 April 2024, this scenario became a looming reality. When GOJO UK – the largest supplier of hand hygiene products on our framework and into the NHS – unexpectedly went into administration, the foundations of safe care were at risk.
With 90 per cent market share and proprietary wall-fixed dispensers installed across hundreds of trusts and bespoke cartridges limiting interchangeability, the challenge was immense. Around 300 customers relied on these products, with each trust typically having 50,000 dispensers installed. With fitters able to replace only 50 dispensers per day on average, a full national transition was projected to take six to nine months but at the point of disruption, only eight weeks of stock remained.
Without urgent action, hospitals, clinics, and community services faced serious disruption, and patient safety incidents were a real possibility.
Responding under pressure
The disruption came without warning. “It felt like being in a pressure cooker with expectations, urgency, and complexity compounding as new issues surfaced,” said Tom Brailsford, head of resilience, NHS Supply Chain.
NHS Supply Chain immediately mobilised its Resilience, Patient Safety and Category Teams and convened a national response. Working closely with NHS England and the Department of Health and Social Care (DHSC) for strategic oversight, Integrated Care System (ICS) Advisory Groups for regional coordination, and suppliers and trusts for operational execution, the aim was clear: maintain patient safety and continuity of care.
“This response was truly collaborative across the whole of the NHS. Without the support of trust colleagues to ensure the right products were switched out at the right time to enable an orderly transition, the recovery would have been significantly more problematic,” said Tom Brailsford.
Internally, a cross-functional Working Group was established to manage risks, align expertise and accelerate decision making. Daily meetings supported rapid progress, while communication with customers was prioritised. Over 25 weekly webinars, each attended by 150-200 participants, provided updates and enabled two-way dialogue throughout the process.
A clinician from Central and North West London NHS Foundation Trust reflected: “We couldn’t have done it without you. NHS Supply Chain’s influence and leverage were invaluable, helping mediate a resolution that was a win-win for everyone involved.”
Practical steps to maintain supply
There was no option to pause. NHS Supply Chain worked to secure remaining stock from GOJO entities in the US and Europe while navigating regulatory requirements to import emergency supplies. Clinical risk stratification guidance was developed with NHS England and the DHSC, to ensure products were prioritised based on clinical need – particularly for mental health trusts where switching to freestanding products posed higher risks.
Behind the scenes, supply chain intelligence tools validated alternative suppliers, warehouse capacity was expanded, and logistics were coordinated to support the transition. Manual tracking of product usage and switching intentions, labour-intensive but essential, helped maintain visibility. A detailed data dashboard ensured decisions were based on evidence, not assumptions.
“Our supply partners stepped up to massively increase production capacity in a very short amount of time, supporting the needs of the NHS and putting patients first,” said Tom Brailsford.
The outcome
The objectives were clear: avoid uncontrolled disruption, maintain supply and protect patient safety. Despite the complexity, no critical incidents were reported. Continuous supply was maintained across all settings. By the end of 2024, 85 per cent of customers had transitioned to new products, with the remainder on track for April 2025.
Customer feedback reinforced the success: 69 per cent felt disruption management was effective; 61 per cent expressed confidence in handling future disruptions; and 79 per cent found communications effective, though only 41 per cent felt well supported in switching suppliers, highlighting areas for improvement.
As Simon Marriott, assistant director of supply chain at Nottingham University Hospitals NHS Trust, summed up: “The country could have fallen down, but it didn’t, which is a testament to how this was managed by NHS Supply Chain.”
Lessons learned
This disruption highlighted the importance of collaboration and resilience. Daily working group meetings accelerated progress, while clear, proactive communication proved essential. It also underscored the risks of heavy reliance on a single supplier with proprietary products.
Although processes were tested and stretched, they improved over time. Most importantly, GOJO stock was maintained throughout the transition – an achievement that reflects the collective effort behind the scenes.
Looking ahead
Building on these lessons, the hand hygiene crisis of 2024 was more than a supply chain challenge – it was a shared test of adaptability and commitment to patient safety. To strengthen resilience and reduce further risk of disruption, NHS Supply Chain is implementing the following initiatives: a Supply Disruption Incident Management Process with clear roles and governance; a Resilience Capability Programme to upskill teams; enhanced supplier financial monitoring standards; and exploration of universal dispenser options to reduce dependency on proprietary systems.
Because resilience isn’t just about reacting to disruption, it’s about being ready for what comes next.