采购室药品卫材仪器.ppt

* * * * Slide #2 – Evolution or Revolution When considering surgical trends and advancements in recent history, it is reasonable to conclude the natural evolution of surgical technique will continue to be increasingly less invasive while offering improved patient outcomes. This was not always the case. When minimally invasive surgery first surfaced in the form of the laparoscopic cholecystectomy, it was truly revolutionary. “Band-Aid” surgery incited different emotions throughout the surgical community. Some thought it promising, gimmicky, terrifying or just unnecessary. As more cases were completed, the lap chole became widely recognized as having enormous patient benefit. Less pain, a quicker recovery and improved cosmesis. However, these patient benefits came at a cost to much of the healthcare marketplace – at least initially. Suddenly there was new equipment that needed to be evaluated, purchased, maintained and understood. There were surgeons to train. There were insurance and billing quandaries. And there was a growing patient demand. With the MIS revolution came an adjustment period. From this perspective, the da Vinci? is both an evolution and a revolution. An evolution because it is, at a minimum, propelling surgical technique in the direction in which it has been trending. However, the pace in which the da Vinci? is impacting the surgical community is more aptly defined as revolutionary. The following clip underscores this robotic revolution. A 類資材: A 類資材項目較少，但其採購金額或存貨價值龐大的品項，採購量或存量的細微變化對存量管制的影響極為敏感，存量管制的意義即是投入較多的管理關注與控制，以系統性分析的做法評估及掌握需求變化，包含需求時間變化、需求數量之變化；廠商供應能力，包含採購前置時間之長短、市場價格變化等。例如：心電圖機、洗腎機 H.I. Chen * B 類資材: B 類資材項目介於A類與C類之間，採購金額或存貨價值居中的品項。此類資材項目已較A類資材為多，不必要進行全程的存量管制，只要在符合資材調撥與存貨週轉之間，不會造成缺貨或呆滯料的狀況即可，一般以訂購點管理方式運作，先設定訂購點，當庫存量到達訂購點時，則以經濟訂購量採購，但對於B 類資材中價格較高的存貨仍採用定期採購方式。例如：檢驗試劑、鼻胃管、導尿管等。 H.I. Chen * C 類資材: C 類資材項目最多，但其採購金額或存貨價值最小的品項，一般作法是將管理簡略化，並致力於省力化，包括評估庫存合理性，節約管理開支、努力降低採購成本、降低採購次數、致力降低庫存金額及品目，盡量採用寄存及使用較常使用之作法為複倉制(兩箱制)做法。 例如：文具用品