A Competitive Model of Supply Chain for Private Hospitals in Tehran, Iran

Abstract

Introduction: Hospital supply chain (HSC) competitiveness represents the ability of a hospital to provide its services in competition with other hospitals. The competitive HSC has the ability to compete with other hospitals in provide services to patients. The purpose of this research was to provide a competitive model for HSC. Methods: This was a mixed-method study. By reviewing the literature using meta-analysis method, and performing 12 exploratory interviews with the key informants of private hospitals, the components of competitive HSC were extracted. Then, the opinions of health professionals in focus group were gathered, the competitive model of HSC was designed, and the indicators of questionnaire were finalized. The statistical population of the study consisted of the directors and assistant directors of private hospitals in Tehran, Iran (73 hospitals), with a sample of 238 people. In order to increase the certainty, 272 questionnaires were sent to top managers of 34 private hospitals, and 244 questionnaires were collected. The content validity of the questionnaire was confirmed by the participation of 17 health professionals in the country. Cronbach's alpha coefficient and composite reliability were used to verify the reliability. Data was analyzed using structural equation modeling with partial least squares approach using SmartPLS 3 software. Results: Triple constructs of competitiveness leading factors (including strategy, information technology, human resource, and integrity), competitiveness factors (including specialization, demand management, outsourcing, supplier’s relationship, standardization, information sharing, and health tourism), and competitive supply chain performance factors (including customer, financial, organizational processes, and learning and innovating) were identified as the main components of the HSC competitive model. Conclusion: Identified indicators provide a comprehensive framework for increasing the competitiveness of the HSC, which will improve the performance of HSC against competitors.

Keywords

• Hospital Purchasing
• Centralized Hospital Services
• Private Hospitals
• Managed Competition