Utility rooms reliably stocked with in-demand medical supplies, thanks to new AI-enhanced tool
Intelligent Distribution System minimizes chances of unexpected shortages or expiration of unused items
Sometimes it seems hard for Ron Howell to believe that only a few short months ago, his phone was ringing off the hook with calls from nursing units asking him to replenish medical supplies that had unexpectedly run out.
As a Logistics Supervisor at the Jewish General Hospital University Health Centre, Mr. Howell plays a key role in ensuring that whatever is required for patient care—from bandages, syringes and IV solutions to gloves, plastic bedpans and moist towelettes—will always be at the ready in the nearest utility room.
Previously, the availability of those items was tough to guarantee. But now, with the implementation of a digital tool enhanced by artificial intelligence, nursing staff rarely need to place urgent calls to Mr. Howell.
In the JGH’s warehouse, Storekeeper Alex Woo checks the quantities of medical supplies that are about to be delivered to utility rooms in various nursing units. (Click to enlarge.)
He and his colleagues can determine, with a high degree of consistency and accuracy, which products—and how many of them—need to be restocked.
Similarly, members of his team almost always know whether sufficient reserves of the most in‑demand supplies are on hand, and whether any items are in danger of languishing beyond their best‑before dates.
“Before AI, I used to get 20 to 30 phone calls a day from nurses saying, ‘We need this, we need that,’” Mr. Howell says. “Now I’m lucky if I get two of those calls a week. To say the change has been dramatic is an understatement.”
His reaction is echoed by those who make the rounds to deliver supplies. “It used to take at least two hours each morning to go to all of the utility rooms and scan the shelves to see what was needed,” explains Storekeeper Alex Woo.
“Now, in the morning, we just open a tablet and load our carts with whatever the computer has determined will be needed at each location. Later in the day, we tell the computer what we’ve delivered; it digests the new data and predicts what will be needed the next day.”
A high degree of accuracy
According to Audrey Benarrosh, Director of Logistics, Procurement and Clinical Support Services, the new AI tool—known as the Intelligent Distribution System, which went into full implementation in May—is functioning at about 85-per-cent accuracy, a rate that is expected to keep rising.
“The tool learns from the storekeepers’ daily input,” Ms. Benarrosh says. “As more data is accumulated, the tool becomes more accurate in reporting what is currently happening and where the trends are heading.”
Or, as Mr. Howell puts it: “The tool is in its infancy. The data that it’s being fed now is pablum, but pretty soon, it’ll be moving on to solid food.”
So far, the new system is up and running in 10 nursing units in Pavilion K, with areas such as the Intensive Care Unit, the Neonatal Intensive Care Unit, the Family Birthing Centre and the Emergency Department awaiting implementation. Once they’re done, units in the hospital’s older pavilions (known as the legacy building) will be added.
Although patients are unlikely to have any inkling that this sophisticated, behind-the-scenes activity is taking place, they’re reaping tangible benefits in the form of medical supplies that are almost always available when the need—sometimes the urgent need—arises.
Anouk Azuelos, Coordinator of Clinical Support Services and Logistics, says nurses are also saving precious time, since they no longer (or rarely) have to hurry to other nursing units in search of supplies that have suddenly run out in their own utility rooms.
“What the algorithm does,” Ms. Azuelos says, “is examine the data and tell us, ‘Hey, I see an increase here and a decrease there.’ This helps us readjust the quantities we deliver on a daily basis, which saves our nurses a lot of trouble.”
Who’s behind the new replenishment tool?
The Intelligent Distribution System was developed by IVADO Labs, which specializes in building practical applications that use artificial intelligence.
Extensive coordination and support came from OROT, the Connected Health Innovation Incubator of the Santé Québec West-Central Montreal Health and Social Services University Network.
Key input was contributed by many members of staff, particularly those in the Directorate of Logistics, Procurement and Clinical Support Services of the Santé Québec West-Central Montreal Health and Social Services University Network.
Financial backing was provided through Scale AI, a national investment hub that nurtures AI projects by allocating funding supplied by the federal and provincial governments, and the private sector.
In the past, certain veteran storekeepers gradually developed some of the skills that allowed them to fine‑tune the delivery of supplies, says Amal Onkoud, an Administrative Process Specialist in the Logistics Directorate.
“However,” she continues, “if an experienced storekeeper had to leave us—for example, to retire or be transferred to another department—that person was very difficult to replace. Now that we have the Intelligent Distribution System, this is no longer a problem.”
Tracking the real-time value of the stock
A further advantage, says Ms. Benarrosh, is that “we now know the real-time dollar value of what’s on the shelves, which was not the case before. This is a huge change, because a crucial aspect of health care today is knowing how efficiently you’re performing. But you can’t calculate your level of performance if you don’t have the data.”
Key to the project’s success was the involvement of OROT—the Connected Health Innovation Incubator of the Santé Québec West-Central Montreal Health and Social Services University Network—whose staff painstakingly guided the participants throughout the sometimes arduous development process.
OROT also facilitated the development partnership with IVADO Labs (the AI partner) and the funding partnership with Scale AI (Canada’s AI funding cluster).
Early on, defining the complex nature and function of the proposed tool proved to be such a formidable task that difficulties in communication often arose between IVADO Labs and members of staff from various hospital teams, including Logistics, IT and Digital Health.
As a result, work began in early 2024, but it was not until the fall of 2025 that the major obstacles were finally cleared and the project was able to push ahead toward completion.
OROT was instrumental in breaking logjams, making certain that everyone was “speaking the same language,” and ensuring that the tool could handle practical, day-to-day tasks to the satisfaction of staff.
Setting up a private-public partnership
“We also played a role in partner management and in setting up a private-public partnership,” explains Virginie Combet, Senior Advisor and Team Manager in OROT. “As well, we worked with the funding partner, Scale AI, whose involvement was crucial to making everything happen.
“This was possible, because the members of our team have an in-depth understanding of the legal constraints, the data privacy constraints, and much more.
“I also have nothing but admiration for all of our partners who, time and again, restated their commitment to making this project a success. That level of dedication was what got us through some of our more difficult moments.”
The result is a useful tool that everyone can be proud of, says Kathy Malas, who is Director of Quality, Intelligence and Value, and Chief Artificial Intelligence and Innovation Officer – OROT.
“OROT contributed its considerable expertise to facilitate co-creation with a user-centric design to create, test, refine and measure the value of this AI innovation. I deeply believe this is the best way to ensure that AI technologies are adopted in practice and create real value.”
For Antoine Beauchesne, Innovation and Design Advisor at OROT, there is immense satisfaction (and relief) in finally seeing the Intelligent Distribution System streamlining the replenishment system.
“We realize we can’t solve every problem,” he says, “but we try to get as close as we can. After all of the time and effort that went into the tool, it’s great to see that so many of the original pain points have been resolved or, at the very least, alleviated.
“For me personally, it was fascinating to have the Logistics staff show me the underbelly of the hospital—a lot of corridors that I never knew existed, and a lot of intricacies in the system. It made me appreciate, even more deeply, how this whole organization tries to flow as seamlessly as possible, so that patients can get the superior care they deserve.”
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