Strategic Management of the Health Care Supply Cha in

Foreword vii
<br />
Lawton Robert Burns
<p>Preface ix</p>
<p>Acknowledgments xiii</p>
<p>The Authors xix</p>
<p>Introduction: A Burning Platform for Change 1</p>
<p>1. Framing and Repositioning Management of the Health Care Supply Chain 25</p>
<p>2. Managing Supply Risk and Cost Reduction 44</p>
<p>3. Internal Customer Relationship and Performance Management 70</p>
<p>4. Group Purchasing Organizations: Shaping the Health Materials Marketplace 100</p>
<p>5. Inventory and Distribution Process: The Search for Strategy 125</p>
<p>6. Organizational Design for Hospital and Health Care System Supply Chains 155</p>
<p>7. Levels of Development for the Health Care Supply Chain 175</p>
<p>8. Building Supply Chain Leadership and Resources for the Future 196</p>
<p>Study 1: The Value of Group Purchasing in the Health Care Supply Chain 213</p>
<p>Study 2: Clinician, Supplier, and Buyer Working as One to Improve Patient Outcomes 229</p>
<p>Study 3: Metropolitan Hospital System A Study of a Hybrid Organizational Design 257</p>
<p>Study 4: Office of Inspector General Advisory Opinion No. 05 06, February 2005 263</p>
<p>Notes 277</p>
<p>Index 299</p>