Max Washko, Trinity Health’s VP of Supplier Relationship Management
In the high-stakes world of healthcare, the bridge between a manufacturer’s plant and a patient’s bedside is often invisible – until it breaks. For Max Washko, Vice President of Supplier Relationship Management at Trinity Health, ensuring that bridge remains sturdy is more than a logistical challenge; it is a clinical necessity.
In a recent Q&A with Repertoire Magazine, Washko shared insights into his career trajectory, his philosophy on leadership, and the “blocking and tackling” required to manage one of the nation’s largest healthcare supply chains in 2026.
From logistics to saving lives
Washko’s path to Trinity Health was not a straight line, but rather a series of “chapters” that spanned logistics, manufacturing, and consumer packaged goods (CPG). This diverse background has given him a unique vantage point on the global supply chain, having spent time everywhere from manufacturing plants to distribution centers.
“I’ve talked and worked with raw material suppliers and also worked with some of the larger retail companies out there,” Washko noted. “It’s given me a broad perspective that ultimately I brought over into Trinity and healthcare supply chain.”
The shift from retail to healthcare brought a profound change in perspective regarding the stakes of the job. While he expressed pride in his past work, Washko emphasized that healthcare hits “a little different” because of its direct impact on human vulnerability.
“The work we do every day, it can affect – and it likely will affect – someone’s life during some of their most meaningful and vulnerable moments,” Washko said. “Knowing that me, my team, we contribute in a very minuscule way to that … it provides a sense of pride and responsibility, purpose.”
The “back to basics” strategy for 2026
Operating in 25 states with a massive clinical and financial footprint, Trinity Health faces a constant tug-of-war between long-term innovation and immediate operational pressures. For 2026, Washko’s strategic focus is surprisingly grounded: he calls it a “beginner mindset.”
“There’s been a renewed desire and need for us to go back to basics, make sure we’re doing supply chain fundamentals as well as we can,” Washko explained. This involves prioritizing “blocking and tackling” – the essential, everyday tasks that ensure stability for the finance and clinical teams across the system’s regions.
However, “back to basics” does not mean standing still. Washko is simultaneously overseeing a digital transformation aimed at building a more resilient, data-driven supply chain. Key initiatives include:
- Automation and AI: Expanding the use of “bots” and exploring Large Language Models (LLMs).
- Data Governance: Strengthening models to provide end-users with actionable, real-time insights.
- Digital Supplier Integration: Enhancing how the system interacts with tech-forward vendors to support the core mission.
Leading through collaboration
For Washko, the supply chain is the connective tissue of the hospital system. His leadership philosophy centers on the idea that supply chain cannot exist in a vacuum; it must be in “lockstep” with clinical, operational, and financial stakeholders.
“We’re working with clinical teams to understand their needs at point of care,” he said. “We’re working with finance to understand their budgets … and really meet them at their actionable points.”
The next decade
As he looks toward the next five to ten years, Washko is keeping a close eye on market-driven insights and emerging technologies like robotics. Yet, despite the allure of high-tech solutions, his focus remains steadfastly on the “endpoint”: the patient.
“Ultimately, it impacts our ability to provide care and impact our communities,” Washko concluded. By blending the best practices of his CPG past with the mission-driven urgency of his healthcare present, Washko is helping Trinity Health navigate a volatile future – one fundamental “win” at a time.