Quality Measurement in the Healthcare Supply Chain

Smith, Brian; Nachtmann, Heather; Pohl, Edward A.

doi:10.1080/10686967.2011.11918335

Cited by 16 publications

(28 citation statements)

References 8 publications

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“…The actors in the healthcare supply chain consist of a producer, suppliers, healthcare service providers, and patients [19,20]. The orientation of HSCPM comprises eleven elements, i.e.…”

Section: Bsc and Dematel On Shscpmmentioning

confidence: 99%

Integration of a Balanced Scorecard, DEMATEL, and ANP for Measuring the Performance of a Sustainable Healthcare Supply Chain

2019

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The main purpose of this study is to develop a sustainable healthcare supply chain performance measurement (SHSCPM) model, which simultaneously considers intangible characteristics and sustainability aspects to ensure customer and/or stakeholder satisfaction. This model combines a balanced scorecard (BSC) with a decision-making trial and evaluation laboratory (DEMATEL) and analytical network process (ANP). After the arrangement and classification of perspectives and indicators from a literature review, the strategy map of the BSC is designed with DEMATEL. Furthermore, this study used a survey with in-depth interviews of seven expert respondents to make a pair-wise comparison between perspectives and indicators in order to determine the weights of indicators, perspectives, and sustainability aspects on ANP. The study finds the following. First, the innovation and learning perspective that reflects intangible assets has the most influence on the others but is not important, while the customer perspective has the most importance for SHSC performance. Second, the economic aspect has the greatest weight, followed by social and environmental aspects. Finally, indicators of the financial and customer perspectives as drivers of SHSC performance consist of profit, quality of service, revenue, customer satisfaction, and stakeholder satisfaction. Further, indicators of the economic aspect of sustainability have the most effect on SHSC performance, followed by social and environmental aspects. Furthermore, human resources, as an intangible asset and key factor in social aspects, are main factor in improving SHSC performance.

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“…The actors in the healthcare supply chain consist of a producer, suppliers, healthcare service providers, and patients [19,20]. The orientation of HSCPM comprises eleven elements, i.e.…”

Section: Bsc and Dematel On Shscpmmentioning

confidence: 99%

Integration of a Balanced Scorecard, DEMATEL, and ANP for Measuring the Performance of a Sustainable Healthcare Supply Chain

2019

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“…The actors on HSC are a producer, supplier (purchaser), healthcare provider and patient [17], [18]. The HSCPM concepts and performance orientation, include continuous improvement and customer satisfaction [19], information technology, demand, customer relationship, supplier relationship, capacity & resources [7], trust, knowledge exchange, IT integration between supplier and service provider [20], costs and benefit [21].…”

Section: A Literature Review 1) Healthcare Scpm (Hscpm) and Sustainamentioning

confidence: 99%

“…• Building direct relation matrix (A) based on the average of influence value from a i to a j . [10], [26], [30], [36], [38]- [42] 5 Inventory level [17], [31], [32], [39], [43], [44] 6 Tariff of service [17], [21], [34], [38], [44] 7 Quality of service [17], [21], [30], [34], [36]- [38], [40], [43] [7], [10], [21], [34], [43], [47], [52], [53] Integration of information system [20], [41], [50], [52] Delivery [32], [40], [45], [47] Education and training [10], [26], [34], [35], [38] Research & Development…”

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confidence: 99%

“…[10] Environmental Green technology [10], [45] Green material [10], [45] Partnership with green organization [10] Waste treatment [10], [51] Environmental certifications [10] Work physic environment [37] Social Accessibility [37] Regulations and laws [1], [17], [26], [30], [34], [37], [38], [42], [45]- [47] Customer satisfaction [1], [7], [33], [35], [44], [47], [52] Customer service…”

mentioning

confidence: 99%

“…[1] Medical information system [1], [20], [45], [47], [53] Patient loyalty [1], [20], [39], [50], [52], [53] Collaboration with supplier [17], [26], [34], [42], [46] Stakeholder satisfaction [11], [21], [26], [30], [35], [36], [42], [47] Health & safety [11], [21], [26], [30], [35], [36], [42], [47] Sharing of information & knowledge [20], [44], [50], [53] Organization behaviour [34], [36], [37] [ ]…”

mentioning

confidence: 99%

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Development of Performance Indicators Relationships on Sustainable Healthcare Supply Chain Performance Measurement Using Balanced Scorecard and DEMATEL

Leksono¹,

Suparno²,

Vanany³

2018

International Journal on Advanced Science, Engineering and Information Technology

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Sustainable healthcare supply chain performance measurement (SHSCPM) concept is still less developed. Globalization and pressure from stakeholder demand the operation of the supply chain to give attention to the environment effect, community, economic and intangibility assets. SHSCPM is feasibly developed for measuring the performance of simultaneous sustainability aspects and intangibility assets to meet customer satisfaction. This article discusses SHSCPM based on the balanced scorecard (BSC) with attention to the sustainability aspects, intangibility assets and relationships between the performance of perspectives and indicators. The perspectives and indicators of performance were identified by literature and the confirmed and validated by the survey to 7 expert respondents. We found 5 perspectives and 39 indicators from literature which were then confirmed to expert through a survey with an in-depth interview. From a survey that validated with a weighted average (WA) and level of consensus (LC), we found 31 valid indicators. Finally, 29 indicators from DEMATEL process were selected to be used on SHSCPM. The DEMATEL process found 2 indicators aren't important and influence for other, namely inventory cost and regulations and laws. Besides, the four results on this study: intangibility indicators incorporated on innovation and growth were most affect to other indicators which the intangibility indicators were related with human resource, indicators on customer perspective were most important compared to other indicators, indicators on economic aspect were most important compared indicators on environmental and social aspects, and indicators on social aspect were not affected by other indicators. After that, human resource and customer were main factors for SHSCPM. Finally, relationships between perspectives and indicators used to design of BSC strategy map.

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