respond to$$and critique this elevator speech by offering supporting or contrary ideas regarding their talking points and$/$or suggesting additional points to be made: Lean Inventory Management offers healthcare organizations a strategic path to streamline supply chain operations, eliminate waste, and align resources with clinical demand. By accurately matching inventory levels to actual patient needs, facilities reduce excess stock and expiration losses, ultimately strengthening responsiveness and resource efficiency. Chakraborty and Gonzalez $(2018)$ explain that this lean approach removes unnecessary workflow steps and enables staff to focus on care delivery rather than manual inventory management.

The financial implications are measurable and impactful. Healthcare organizations can expect reduced carrying costs, insurance premiums, and equipment depreciation, while achieving better forecasting and budget control. Bialas, Smith, and Patel $(2023)$ found that inventory systems driven by technology significantly improve cost$-$effectiveness and staff productivity. Fallahnezhad, Lee, and Kim $(2024)$ emphasize that performance indicators such as inventory turnover and variance spending improve when lean systems are in place. These savings can be redirected into clinical programs and patient$-$centered initiatives.

A thorough SWOT analysis strengthens the business case. Lean Inventory Management improves workflow and financial transparency while offering scalability across departments. Although staff retraining may pose short$-$term challenges, Mahmoud et al$.(2021)$ highlight that lean methodologies enhance employee engagement and long$-$term adaptability. Khorasani, Cross, and Maghazei $(2020)$ affirm that lean systems consistently demonstrate return on investment and lead to sustained operational improvements. This initiative positions the organization to deliver more agile, data$-$driven, and cost$-$efficient care.