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At least 19 recordsLinked to original sources
PubMed1986

Financial modeling for hospital materials managers. Part I.

Beginning in this issue, HMM Editorial Board member Dennis Green will explore five types of financial analysis materials managers are increasingly expected to perform. By the end of this series, HMM readers equipped with a personal computer and/or a financial calculator will have learned to make the following types of financial decisions: Whether to take advantage of a "sale"; Whether to make or buy; How to analyze the "reagent rental" alternative to purchase: How to extrapolate a series of cashflows in present value; and How to create negotiation models for cash acquisitions. As always, HMM welcomes your comments and suggestions.

Financial Management↗
PubMed1991

Pharmacists have more responsibilities, liabilities than hospital materials managers. Part 1.

A hospital materials manager is also a registered pharmacist. In dealing with other materials managers at state and group meetings, he reports that a question often arises as to what professional responsibilities and liabilities a pharmacist has in addition to those of materials manager. In this dialogue, Dr. Decker reviews the professional responsibilities and liabilities of a pharmacist. In a subsequent article, the issue will be narrowed to the hospital pharmacist. This is Part 1 of a two-part series on pharmacist responsibility and liability.

Drug Labeling↗
PubMed1986

Financial modeling for hospital materials managers.

In this issue, HMM Editorial Board member Dennis Green concludes his discussion of five types of financial analysis materials managers are increasingly expected to perform. The final two models, extrapolated cash flow and negotiation models are best run with a personal computer. These models often have many variables and/or time periods, which frequently change as terms become clarified and negotiated. With a computer, recalculations are simplified.

Capital Expenditures↗
PubMed1986

Financial modeling for hospital materials managers.

During the 10 years preceding the era of prospective payment, hospital materials managers (in response to pressure from clinical areas) bought more and more disposables to replace items that once were assembled by the central supply department. As a consequence, nearly 60% of the output of today's typical central supply department consists of distributing prepackaged disposables with the only "value-added" being the attachment of a patient charge sticker for reimbursement from the patient's insurance company.

Colorado↗
PubMed1990

Hospital materials managers need to be aware of actions that constitute legal acceptance.

A hospital invited bids for building materials for a hospital construction project. A supplier submitted a bid which asked the hospital to sign and return a trade association form contract. The hospital didn't return the form but used the supplier's bid as part of the general contract for the entire project and notified the supplier and the general contractor. Later, the supplier submitted a higher bid for the same material contending that the hospital hadn't accepted the first bid as they hadn't followed the instructions. The hospital materials manager feels that the bid was properly accepted. In this dialogue, Dr. Decker reviews the legal issues involved in the different ways of accepting an offer.

Commerce↗
PubMed1992

Hospital materials managers must understand HHS's safe harbor regulations. Part 1.

Much has been written and said in the past year about what is being called the Safe Harbor Regulations of the Department of Health and Human Services. It is vital that hospital materials managers be attentive to these regulations and to the statutes from which they arose. In this dialogue, Dr. Decker reviews the background of the regulations and lists principal parts which relate to the hospital materials manager. Also covered are some of the provisions of the regulations which are of lesser concern to the hospital materials manager. In subsequent articles, provisions of the regulations which are of greatest concern to hospital materials managers will be dealt with in some detail, and several cases which preceded the regulations will be briefed. This is Part 1 of a three-part series.

Fraud↗
PubMed1998

Cost analysis of hospital material management systems.

Integrated healthcare material management begins with manufactures of medical/surgical supplies, uses distributors and ends at the point of use at hospitals. Recent material management philosophies in the healthcare industry, such as just-in-time and stockless systems, are yet to be fully evaluated. In order to evaluate the cost effectiveness of each type of material management technique, a cost model for hospital materials management has been designed. Several case scenarios are analyzed and results are reported.

Cost Savings↗
PubMed1986

Hospital materials managers as merchants.

The Uniform Commercial Code (UCC) provides a number of special rules which apply to merchants. Some apply "between merchants" and others use the terminology "as against a merchant". It is important that hospital materials managers understand these rules as they apply to their operations. In the dialogue below, Doctor Decker discusses these rules and their application to hospitals. The applicable section of the Code is given so each can be checked for further details.

Commerce↗