Determinants of competitive advantage through achieving pharmaceutical supply chain management capabilities in the Ethiopian healthcare sector.

IF 1.7 4区医学 Q3 HEALTH POLICY & SERVICES

Journal of Health Organization and Management Pub Date : 2025-03-24 DOI:10.1108/JHOM-04-2024-0136

Tao Zhou, Gutama Kusse Getele

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Abstract

Purpose: These days, supply chain management (SCM) is essential to maintaining the long-term sustainability of the whole manufacturing ecosystem. This research examines the effects of competitive priorities (cost, quality, flexibility and delivery) on achieving success for the three key participants in SCM: suppliers, distributors and customers.

Design/methodology/approach: Survey data from 258 workers in pharmaceutical businesses was utilized in an empirical study partial least squares structural equation modeling (PLS-SEM) was employed to examine whether supply chain capabilities (SCC) were influenced by competitive advantage (cost, quality, flexibility and delivery).

Findings: The results of the investigation show a favorable correlation between competitive advantage in the Ethiopian pharmaceutical and medical supplier industry and SCC.

Originality/value: This study demonstrates the positive impacts of cost, quality, flexibility and delivery on suppliers, distributors and customers. Our findings suggest that pharmaceutical and medical suppliers prioritize achieving high-quality service before focusing on cost reduction.

查看原文本刊更多论文

通过实现埃塞俄比亚医疗保健部门的药品供应链管理能力，形成竞争优势的决定因素。

目的：如今，供应链管理（SCM）对于维持整个制造业生态系统的长期可持续性至关重要。本研究考察了竞争优先级（成本、质量、灵活性和交付）对供应链管理中三个关键参与者（供应商、分销商和客户）取得成功的影响。设计/方法/途径：利用258名制药企业员工的调查数据进行实证研究，采用偏最小二乘结构方程模型（PLS-SEM）来检验竞争优势（成本、质量、灵活性和交货）是否影响供应链能力（SCC）。研究结果：调查结果显示埃塞俄比亚制药和医疗供应商行业的竞争优势与SCC之间存在有利的相关性。原创性/价值：本研究证明了成本、质量、灵活性和交货对供应商、分销商和客户的积极影响。我们的研究结果表明，制药和医疗供应商优先考虑的是实现高质量的服务，而不是降低成本。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Health Organization and Management HEALTH POLICY & SERVICES-

CiteScore

3.20

自引率

7.10%

发文量

期刊介绍： ■International health and international organizations ■Organisational behaviour, governance, management and leadership ■The inter-relationship of health and public sector services ■Theories and practices of management and leadership in health and related organizations ■Emotion in health care organizations ■Management education and training ■Industrial relations and human resource theory and management. As the demands on the health care industry both polarize and intensify, effective management of financial and human resources, the restructuring of organizations and the handling of market forces are increasingly important areas for the industry to address.