| Summary: | 碩士 === 逢甲大學 === 電子商務碩士在職專班 === 100 === The business environment of Taiwan’s medical care industry has entered the unprecedentedly harsh era currently. Together with the rapid changes in medical policies and environment, the Bureau of National Health Insurance (BNHI) is continually tightening the control over various medical costs and the pressure of competition among hospitals is escalating. In face of the tremendous pressure of cost control and operation, hospitals must rack their brains to boost income and reduce expenditure in order to keep their original profits and hence sustain their operation. Efficient procurement is a very essential part in the operational activities of a business; the costs saved from procurement can be directly converted into business profits for enhancement of investment return.
To improve hospitals’ competitive advantage in their operation, they should not only have the competitiveness development strategy of general businesses, but also be equipped with procurement strategy. This study focused on the materials procurement of DOH-affiliated hospitals, probing into the formulation of their procurement strategies and the important factors of consideration. Moreover, one DOH-affiliated hospital in central Taiwan was selected as the subject of study for understanding the current statue of the application of medical procurement strategies in the selected hospital. The way of procurement strategy implementation of the selected hospital and factors affecting the implementation of strategies were analyzed through qualitative interviews. It was found that the procurement timeliness, manpower and costs can be effectively saved by the joint procurement, central procurement and e-procurement strategies implemented by the selected hospital. Besides, with the enforcement of the Government Procurement Act, it was found that public hospitals have encountered numerous problems in procurement because of the restrictions in the existing procurement system. Excess is as bad as deficiency no matter in terms of procurement timeliness, quality and quantity, and the medical service needs may not be fully satisfied. Furthermore, the procurement team must adapt to the changing situation, and make the most favorable coping strategies from time to time. For example, job assignment that matches the job nature with the worker’s expertise and specialty is relatively important for completing the assigned tasks within the team.
Finally, the latest procurement strategic concept is discussed, which is to establish strategic partnership with suppliers and to put emphasis on the cost and efficiency management of the overall supply chain. The question is raised concerning the possibility that DOH-affiliated hospitals may attempt to use this innovative procurement strategy, and to work towards development based on this concept, so as to seek an alternative way of development for hospitals by means of the logistic strategy.
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