Jager P A
Surgery Center Plus, Inc., Indianapolis, IN, USA.
J Healthc Resour Manag. 1997 Apr;15(3):10-3.
The healthcare system remains in a dynamic state of flux. We have all heard the story: the changing healthcare market brings reduced reimbursement for services, increased competition, and steadily increasing supply, maintenance, and equipment costs. Ambulatory surgery centers (ASCs) must keep in sync with this change or fail to survive the current market forces. However, because they represent a small contract to various vendors, many ASCs pay premium prices for inventory while receiving less from Managed Care Plans (MCPs) and Health Maintenance Organizations (HMOs). This dilemma makes control of supply costs a top priority for ASCs. In reality, purchasing is becoming more strategically connected to the ASC balance sheet than ever before. Apart from personnel costs, supply and pharmaceutical purchasing represents the greatest expense category on our financial statement. Harnessing these costs directly relates to bottom line profitability. In addition, while performing cost savings magic, ASCs must maintain patient and surgeon satisfaction with the superior outcomes and state-of-the-art technology their reputations are based upon. Sound impossible? This article details how Surgery Center Plus, Inc. (SCP) implemented a cost containment project.
医疗保健系统仍处于动态变化之中。我们都听过这样的情况：不断变化的医疗保健市场导致服务报销减少、竞争加剧，以及供应、维护和设备成本持续上升。门诊手术中心（ASC）必须跟上这种变化，否则将无法在当前的市场力量下生存。然而，由于它们与各类供应商的合同规模较小，许多门诊手术中心在为库存支付高价的同时，从管理式医疗计划（MCP）和健康维护组织（HMO）获得的收入却较少。这种困境使得控制供应成本成为门诊手术中心的首要任务。实际上，采购与门诊手术中心的资产负债表在战略上的联系比以往任何时候都更加紧密。除了人员成本，供应和药品采购是我们财务报表中最大的支出类别。控制这些成本直接关系到盈利底线。此外，在实施成本节约措施的同时，门诊手术中心必须保持患者和外科医生对其基于卓越治疗效果和先进技术的声誉的满意度。这听起来不可能吗？本文详细介绍了手术中心加公司（SCP）是如何实施一项成本控制项目的。
