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Ambulatory purchasing: harnessing supply costs. 流动采购:控制供应成本。
P A Jager

The healthcare system remains in a dynamic state of flux. We have all heard the story: the changing healthcare market brings reduced reimbursement for services, increased competition, and steadily increasing supply, maintenance, and equipment costs. Ambulatory surgery centers (ASCs) must keep in sync with this change or fail to survive the current market forces. However, because they represent a small contract to various vendors, many ASCs pay premium prices for inventory while receiving less from Managed Care Plans (MCPs) and Health Maintenance Organizations (HMOs). This dilemma makes control of supply costs a top priority for ASCs. In reality, purchasing is becoming more strategically connected to the ASC balance sheet than ever before. Apart from personnel costs, supply and pharmaceutical purchasing represents the greatest expense category on our financial statement. Harnessing these costs directly relates to bottom line profitability. In addition, while performing cost savings magic, ASCs must maintain patient and surgeon satisfaction with the superior outcomes and state-of-the-art technology their reputations are based upon. Sound impossible? This article details how Surgery Center Plus, Inc. (SCP) implemented a cost containment project.

医疗保健系统仍处于不断变化的动态状态。我们都听说过这样的故事:不断变化的医疗保健市场减少了服务报销,加剧了竞争,并稳步增加了供应、维护和设备成本。门诊手术中心(ASCs)必须与这种变化保持同步,否则将无法在当前的市场力量中生存。然而,由于它们代表着与各种供应商签订的小合同,许多asc为库存支付高价,而从管理式医疗计划(mcp)和健康维护组织(hmo)获得的费用较少。这种困境使得控制供应成本成为ASCs的首要任务。实际上,采购与ASC资产负债表的战略联系比以往任何时候都更加紧密。除了人事费用外,供应和药品采购是我们财务报表上最大的费用类别。控制这些成本直接关系到盈利底线。此外,在执行节省成本的魔术时,ASCs必须保持患者和外科医生对其声誉所基于的卓越结果和最先进技术的满意度。听起来不可能吗?本文详细介绍了Surgery Center Plus, Inc. (SCP)如何实现一个成本控制项目。
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引用次数: 0
A hospital pioneers reform of its state's procurement code. 一家医院率先改革了该州的采购法规。
T P Keating

In today's changing healthcare marketplace, hospitals across the US are rapidly moving toward developing integrated healthcare delivery networks. In addition, the emergence of managed care and the growing trend toward capitation have compelled hospitals to reduce costs in response to these changes. Moreover, this impetus to provide quality care at reduced cost has affected the purchasing behavior of many hospitals, forcing material managers to pursue innovative procurement methods. This article describes how the Medical University of South Carolina (MUSC) Medical Center, (Charleston, SC) obtained significant savings in purchasing as a result of pioneering legislative reforms in the procurement process.

在当今不断变化的医疗保健市场中,美国各地的医院正在迅速朝着开发综合医疗保健服务网络的方向发展。此外,管理式医疗的出现和日益增长的人头化趋势迫使医院降低成本以应对这些变化。此外,这种以更低成本提供优质护理的动力影响了许多医院的采购行为,迫使物资管理人员追求创新的采购方法。本文描述了南卡罗来纳医科大学(MUSC)医学中心(查尔斯顿,南卡罗来纳州)如何在采购过程中进行开创性的立法改革,从而在采购方面节省了大量资金。
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引用次数: 0
Medicare makeover. 医疗保险。
R Betz
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引用次数: 0
Strategic equipment planning for the outpatient environment: a practical guide to equipment planning for ambulatory construction. 战略设备规划门诊环境:实用指南设备规划门诊建设。
G Renshaw
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引用次数: 0
Maybe we have more in common.... 也许我们有更多的共同点....
M Nowicki
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引用次数: 0
Annual physical specialist. 年度体检专家。
M P Edelman
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引用次数: 0
Wake up to the Internet. 在互联网上醒来。
E Rizkalla
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引用次数: 0
GPO survival strategies. GPO生存策略。
E Norman

Over the last two decades we have witnessed the genesis of a rapidly consolidating market with nearly all healthcare providers now participating in a handful of purchasing organizations either alliance-based or major national GPOs. For a traditional GPO to survive, even thrive in today's rapidly consolidating customer environment, it needs to focus on five essential issues: negotiating agreements, electronically-formatted contract information, sales force and support staff, value-added programs, and equity ownership. This articles discusses these five issues giving suggestions for their implementation.

在过去的二十年里,我们见证了一个快速整合的市场的起源,几乎所有的医疗保健提供商现在都参与了少数几个采购组织,要么是基于联盟的,要么是主要的全国性gpo。传统的GPO要想在当今快速整合的客户环境中生存下来,甚至蓬勃发展,就需要关注五个基本问题:谈判协议、电子格式的合同信息、销售队伍和支持人员、增值计划和股权所有权。本文对这五个问题进行了探讨,并提出了实施建议。
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引用次数: 0
Purchasing's global village. 采购的地球村。
R Betz
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引用次数: 0
Case management. 案例管理。
A H Rosenstein, T Propotnik

Providing cost-effective high quality healthcare services ranks as the number one concern for anyone involved with the healthcare delivery system. While quality of care should always be the number one priority, controlling healthcare costs receives most of the attention. With limited healthcare dollars and providers assuming more of the financial risk for services rendered, a whole assortment of cost-containment strategies are being introduced in an effort to maintain some semblance of financial viability. Healthcare providers can approach cost control from two different angles. On the fixed-cost operational overhead side, traditional cost-containment techniques have focused on downsizing, maximizing productivity, staffing redesign, improved purchasing contracts, standardization, inventory control, and other more individualized restructured service models. On the variable-cost clinical side, cost control has been approached by introducing a variety of cost-containment strategies designed to improve efficiency and effectiveness of provider performance. While many of these strategies, previously discussed in the Journal of Healthcare Resource Management have stressed the importance of education, guidelines, pathways, and other clinical "tools for improvement," the success of many of these tools resides in the ability to provide real-time intervention. Real-time intervention rather than the more passive retrospective variance analysis has the greatest potential for producing cost savings by actually making a recommendation that prevents the unwanted event from occurring. In many institutions, the case manager bears the responsibility for monitoring and managing these programs. This article describes various case management models currently used by different institutions.

提供具有成本效益的高质量医疗服务是任何参与医疗保健服务系统的人都关心的首要问题。虽然医疗质量应该始终是首要任务,但控制医疗成本受到的关注最多。由于医疗保健资金有限,提供服务的提供者承担更多的财务风险,因此正在引入各种各样的成本控制战略,以维持某种表面上的财务可行性。医疗保健提供者可以从两个不同的角度进行成本控制。在固定成本运营开销方面,传统的成本控制技术侧重于缩小规模、最大化生产力、重新设计人员、改进采购合同、标准化、库存控制以及其他更个性化的重组服务模型。在可变成本临床方面,通过引入各种成本控制战略来控制成本,这些战略旨在提高提供者绩效的效率和效力。虽然之前在《医疗资源管理杂志》中讨论过的许多策略都强调了教育、指导方针、途径和其他临床“改进工具”的重要性,但许多这些工具的成功取决于提供实时干预的能力。实时干预,而不是更被动的回顾性方差分析,通过实际提出防止不必要事件发生的建议,具有最大的节省成本的潜力。在许多机构中,病例管理员承担监督和管理这些项目的责任。本文描述了不同机构目前使用的各种病例管理模型。
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引用次数: 0
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Journal of healthcare resource management
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