Baskel Christopher
Healthc Financ Manage. 2014 Mar;68(3):82-4, 86.
As a health system expands, there is a concomitant need for its leaders to take steps to ensure that redundancies in purchasing processes do not drive up costs to unsustainable levels. Spectrum Health in Grand Rapids, Mich., tackled this challenge by instituting a revenue-driven, patient-care-focused value analysis process that centralized contracting processes in several areas of nonsalary expense. Spectrum went on to uncover opportunities for cutting costs in its decentralized, non-purchase order expenses, saving 24 percent in the first of four arenas.
随着医疗系统的扩张，其领导者相应地需要采取措施，以确保采购流程中的冗余不会将成本推高到难以为继的水平。密歇根州大急流城的光谱健康公司应对了这一挑战，它建立了一个以收入为驱动、以患者护理为重点的价值分析流程，该流程将几个非薪资费用领域的合同签订流程集中化。光谱健康公司进而发现了在其分散的非采购订单费用中削减成本的机会，在四个领域中的第一个领域就节省了24%。
