Strategic sourcing has long been utilized by organizations to maximize budget and supply chain efficiency, usually through leveraged buying, but also through the formation of strategic partnerships with suppliers. When considering leveraged buys, the strategic sourcing process begins with a spend analysis, and the data obtained during the analysis is used by stakeholders to begin defining requirements. Traditional spend analysis restricts the data used in the spend analysis process to basic transactional information, and does not considered corporate social responsibility objectives as part of the strategic sourcing process. This research modifies an existing spend analysis process framework, and applies the framework in a case study that uses additional data points to identify opportunities to allow an organization to simultaneously achieve both strategic purchasing and social responsibility objectives. The study also examines strategic healthcare purchasing in a single source environment, and combines best practices developed using decentralized purchasing strategies by healthcare facilities and successful buyer-supplier relationships from multiple industries to create a process map for hospital systems transitioning to strategic centralized purchasing models. Systems engineering frameworks, process modeling, regression analysis, and cross functional process maps are used in this study’s analysis. (Abstract shortened by ProQuest.)
|Advisor:||Blessner, Paul, Olson, Bill A.|
|Commitee:||Mazzuchi, Thomas, Murphree, E. L., Sarkani, Shahram|
|School:||The George Washington University|
|School Location:||United States -- District of Columbia|
|Source:||DAI-A 78/05(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Health care management|
|Keywords:||Buyer/supplier relationships, Medical purchasing, Purchasing, Strategic sourcing|
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