{"title":"Prospective payment for capital costs: incentive for good management.","authors":"A Zuckerman, L Dix","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>THe inclusion of capital-related costs under PPS will create many challenges to the purchasers of capital equipment. It will be increasingly difficult for health care providers to purchase equipment which enhances the quality of care, but which provides little or no economic benefit. Managing purchases under this new legislation, in a way that will maximize the goals of the hospital, will require hospital-wide strategic and financial planning, the capability to perform detailed feasibility analysis, and excellent negotiation skills.</p>","PeriodicalId":79986,"journal":{"name":"Hospital purchasing management","volume":"11 2","pages":"3-6"},"PeriodicalIF":0.0,"publicationDate":"1986-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21143784","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"How to survive a hospital affiliation and/or merger.","authors":"T F Moore, J Smith","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Merger mania has taken firm hold of growth-oriented corporate America during the Reagan administration. Health care has not been exempt from this trend as the growth of proprietary chains such as AMI, HCA and Humana bear witness. As not-for-profit hospitals are forced to grapple with survival in an increasingly competitive and circumscribed business environment, they, too, will continue to pursue a course of greater affiliation. Amid this corporate reshuffling hospital materials managers need to know how they will fare in the changing marketplace.</p>","PeriodicalId":79986,"journal":{"name":"Hospital purchasing management","volume":"11 2","pages":"16-8"},"PeriodicalIF":0.0,"publicationDate":"1986-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21168858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Managing production conversions.","authors":"D L Green","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>The ability to \"move business\" from one vendor to another has been one of the historical strengths of the centralized hospital materials management function. It continues to be one of the most effective economic motivators in the discounting of hospital supplies. Conversion to standardized products is a proven way of moving business, but is it only effective where it is accompanied by good planning and the disciplined willingness to see the process through. This applies whether hospitals are using independent supply contracts, group purchasing contracts, prime vendor agreements, or stockless purchasing affiliations. It also applies to hospitals with active value analysis/product standardization committees and those without them.</p>","PeriodicalId":79986,"journal":{"name":"Hospital purchasing management","volume":"11 2","pages":"7-10"},"PeriodicalIF":0.0,"publicationDate":"1986-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21143786","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}