Giải pháp nâng cao năng lực quản lý chuỗi cung ứng trong công tác khám, chữa bệnh tại các bệnh viện quân y trên địa bàn hà nội – bệnh viện 108, 103, 354 tt tiếng anh

MINISTRY OF EDUCATION AND TRAINING
HANOI UNIVERSITY OF BUSINESS AND TECHNOLOGY
________________________

NGHIEM THANH HUY

IMPROVE MANAGEMENT CAPACITY
SUPPLY CHAIN IN MEDICAL EXAMINATION AND TREATMENT AT MILITARY HOSPITAL
ON HANOI - HOSPITAL 108, 103, 354

EXECUTIVE SUMMARY ECONOMIC THESIS

Ha Noi - 2019


MINISTRY OF EDUCATION AND TRAINING
HANOI UNIVERSITY OF BUSINESS AND TECHNOLOGY
_________________________

NGHIEM THANH HUY

IMPROVE MANAGEMENT CAPACITY
SUPPLY CHAIN IN MEDICAL EXAMINATION AND TREATMENT AT MILITARY HOSPITAL
ON HANOI - HOSPITAL 108, 103, 354
Major :

BUSINESS ADMINISTRATION

Code number :

62.34.01.02

EXECUTIVE SUMMARY ECONOMIC THESIS

Scientific instructor: 1. Phd.MSc. LE CONG HOA
2.MSc. NGUYEN TU


Ha Noi - 2019

ACKNOWLEDGMENTS

I have read and understand the violations of academic honesty. I commit by personal honor that
this study is conducted by me and does not violate the academic honesty requirement.

Hanoi, ..…. 2019

Church members user guide

Dissertation Author


LIST OF ABBREVIATIONS
From writing of

Forum award

f button
BQP
Employees
CP

HEA

Ministry of Defense
Personnel of the staff member
key government
Social Scientific Study of International Health International Vietnam Na
m

ISC

Integrated Supply Chain - Chain supply to an area where

JIT

Just in time - yes the point

ND

Decree No.

TCVN

Objective benchmark Vietnam Nam

TQM

Total Quality Management - Management of substance amount of the
entire area

TAT

ToTAT

Turn - around - time: time to time turned round
Total turn-around-time: Total time to time turned round


HEADING
1. The urgency of the topic
For healthcare organizations, improving supply chain management plays a very important role in
controlling costs in the health supply chain.
Military hospitals, in addition to medical examination and treatment, are also the defense facilities
of the army, the management of the supply chain becomes even more special: both aims to improve the
quality of medical services, ensuring national defense and security, well implementing the work of people
mobilization. As a result, military logistics in military hospitals became increasingly important.
Therefore, the dissertation's research focuses on supply chain management capacity in Military
Hospital in Hanoi including 108,103,354 Hospitals with the hope that there will be some research and
contributions toward the logistics and the coordination between the closely linked functional departments,
medical examination, and treatment and other activities at Hospitals with greater effectiveness.
Based on the above arguments and practices, the author chooses the topic "Solutions to improve the
capacity of supply chain management in medical examination and treatment at Military Hospital in
Hanoi (108, 105, 354) ” research thesis.
2 . Overview of research works related to the topic and research orientation of the thesis
2 .1. The research works abroad
2 .1.1. Studies on supply chain and supply chain management
2 .1.2. World studies on supply chains and supply chain management capabilities in hospitals
2 .2. The research works in Vietnam
2 .2.1. Studies on supply chain and supply chain management capacity in businesses and industries
2 .2.2. Studies on supply chain and supply chain management capacity in hospitals
2 .3. Research orientation of the topic
From the research review, almost no research has built a complete model of the factors affecting

supply chain management capacity. It is all just about reasoning or surveying to find out the factors that
influence the ability of chain management. The theory of these factors has not been verified yet, nor has
the level of influence of the identified factors affected the different supply chain management
capabilities. However, through the analysis and summation of the mentioned studies, the results
individually, suggest that there are many criteria for measuring supply chain management capacity and
the factors that influence capacity of supply chain management. In addition, when studying the theoretical
basis of supply chain and its management capacity, although not forming a complete research project,
some experts in the supply chain management industry also mentioned. There are a number of different
factors that affect supply chain management capabilities. Research on supply chain management capacity
in hospitals is an unprecedented new field and moreover it is also considered in health activities at
Military Hospital - a specific type of unit. . Hopefully the researcher will make new contributions from
this research.
3. Research objectives and missions
The research objective of the thesis is to focus on proposing solutions to improve the capacity of
supply chain management in medical examination and treatment at Military Medical Hospitals in Hanoi,
the case study of Hospital 108 , 103 and 354.
With that meaning, the task of the thesis focuses on:
- Systematize the theoretical basis of the capacity of supply chain management in enterprises and
organizations , taking into account the specific characteristics in hospitals in general and military medical
hospitals in particular .
- Analyzing the current situation of supply chain management capacity in medical examination
and treatment at Military Medical Hospitals in Hanoi (108, 103 and 354 Hospitals) .


- Argument solutions and offer solutions to improve supply chain management in the
examination and treatment at the Military Hospital in Hanoi phase 20 19 - 2025.
4 . Object and scope of the thesis
4 .1. Research subjects
Research theories, current situation and solutions to improve the capacity of supply chain
management in medical examination and treatment at military hospitals in Hanoi (Hospitals 108, 103 and

354), through doing clearly the nature, evaluation criteria, influencing factors and lessons learned to
improve the capacity of supply chain management in medical examination and treatment in hospitals.
4 .2 . Research scope
- Research approach: The thesis studies supply chains in organizations, businesses in general and in
hospitals in particular. From there, we will study the current situation of management and supply chain
management capacity at Military Hospital in Hanoi (Hospitals 108, 103 and 354), in order to propose
solutions to improve the capacity of chain management supply in medical examination and treatment at
these hospitals.
- Research space: Researching the current situation of supply chain management in medical
examination and treatment at 03 Military Hospital in Hanoi, including 108 Hospital, 103 Hospital and 354
Hospital under the Ministry of National defense.
- Research time: Secondary data used to implement the thesis was collected in the period from
2012 - 2018.
5 . Scientific and practical significance of the thesis
5 .1. Academically
- Systematize basic issues such as: (i) general theory of supply chains, supply chain management
and its capacity in enterprises and organizations; (ii) developing criteria to assess supply chain
management capacity in medical examination and treatment at hospitals; (iii) identify factors affecting
supply chain management capacity in medical examination and treatment at hospitals; and (iv) point out
lessons learned from supply chain management in enterprises and organizations around the world and in
Vietnam.
- Research is a pilot work, combining academic research with applied research.
5 .2. From a practical perspective
- The results of the study give researchers and hospital managers a fuller and more comprehensive
view of an approach and assessment of supply chain management capacity.
- Research results help researchers, hospital managers identify criteria for evaluating the capacity
of supply chain management at Military Hospital in Hanoi.
- This research can be a reference for those who are interested in supply chains, supply chain
management capacity in terms of methodology, scales and research models in the fields of commercial
business , and services and production administration.

6. Research method
Based on the above general methodology, the thesis uses some specific research methods as
follows:
- Collecting secondary data: The study used statistics through collecting available data, conducted
tables and charts to easily analyze, compare and evaluate the content needed. research focus.
- Primary data collection: Research using expert interviews and sociological surveys.
- Methods of aggregating, analyzing and processing data: The author uses SPSS 20 software to
synthesize, analyze and process data.
- Test method: After in-depth interviews with experts, the author initially built criteria for
evaluating supply chain management capacity, factors affecting supply chain management capacity in
diseases. hospitals in general and Military Medical hospitals in Hanoi in particular, the author put into
experimental research at Hospital 108.
7. The structure of the thesis


In addition to the introduction, conclusion, table of contents, list of abbreviations, tables, figures,
references, the thesis is organized according to the following chapters:
Chapter 1: Rationale for supply chain management capacity in businesses and organizations
Chapter 2: Current situation of supply chain management capabilities in medical examination and
treatment at Military Hospital in Hanoi
Chapter 3: Solutions to improve the capacity of supply chain management in medical examination
and treatment at Military Hospital in Hanoi

CHAPTER 1
RATIONALE FOR THE CAPACITY OF SUPPLY CHAIN MANAGEMENT CHAINS IN
ENTERPRISES AND ORGANIZATIONS
1.1. Supply chain and supply chain management in businesses and organizations
1.1.1 Overview of the supply chain
1.1.1.1 Some concepts of supply chain
- The concept of supply and management :

Supplying is a dynamic professional profession, which is the process of ensuring that raw
materials, machinery, services and services for the operation of an organization or business are conducted
continuously, smoothly and effectively.
Supply management: Is the development at a higher step of purchasing.
- Supply chain concept :
The supply chain covers the activities of all stakeholders from purchasing raw materials,
manufacturing products to supplying to end customers and being distributed to consumers to achieve two
goals. The key is to create a link between suppliers and customers because they have an impact on the
results and efficiency of the supply chain, efficiency throughout the system.
- Differences between supply chains and value chains:
Value Chain (Value Chain) is a series of activities to increase the value at each step in the process,
including: adequate design, manufacturing & delivery of quality products to the users hand. At that time,
the supply chain is the connection of all activities, starting from the production of raw materials to
finished products & ending when the products reach the final consumers.
1.1.1.2 Components of supply chain structure
First, Base production
Second, Distributor City
Third, Retailers
Fourth , Customers
Fifth, Service Provider


Figure 1. 1 Simple supply chain
Company and organization

Suppliers

Customers

,

(Source: [9; p.46]

Figure 1. 2. Wide open chain
Final
Suppliers ( Primary)

Supplier

Company ,

Customers

Final Customers
)

Final Suppliers

(Source: [9; p.46]
In which service providers in areas such as: Logistics; Finance; Market research; Product design;
Information Technology…


Figure 1. 3. Example of extended hardware chain
Marketing Research

Product designer

Raw material manufacturer
producer

Logistics provider

Supplier

Retailers

Retail customers

Finance service supplier
Company customers
customer

Source: [9; p.46]
1.1.1.3 Supply chain classification
First: According to the criteria of connectivity between components in the supply chain
- Cooperative supply chain
- Interactive supply chain is divided into 4 levels of system, including:
Second: According to the performance and complexity of the chains
- Production support chain
- Balance chain of purchasing, managing materials and distributing
- Chain of coordination
- Chain according to customer requirements
- Chain has market advantage
- Chain of improvement
- 1.1.1.4 Cooperation in supply chain
Many experts believe that in reality, there are three types of cooperation. That is:
- Vertical cooperation
- Horizontal cooperation
- Internal cooperation

1.1.2. Supply chain management in businesses and organizations
1.1.2.1 The essence of supply chain management
The aggregation of supply chain management is centralized management of the relationship
between the components in the supply chain.
1.1.2.2 Supply chain management approaches according to factors within enterprises and organizations
- Production and production management
- Inventory and reserve management
- Location and location determination


- Shipping and transport management
- Information and logistics information management
Figure 1. 4 . Key elements of internal supply chains
1. Product

2.

What, when and by what?

Inventory

How much is produced and
how much is in stock

5. Information
The platform to make decisions

3. Transport

4. Place

How and when to ship
products

Which is best place for each
activity

Source 10, p. 21]
1.1.2.3 The role of supply chain management in businesses and organizations
Supply is an important and indispensable activity in an organization by Supply Chain Management
to solve the input and output of the business effectively.
In addition, supply chain management also provides effective support for marketing activities,
especially mixed marketing (4P: Product, Price, Promotion, Place).
Supply chain management will coordinate production capabilities.
Another effect of the application of Supply Chain Management solutions is data analysis and
record keeping at a low cost.
1.1.2.4 Supply chain management model in businesses and organizations
Board of manager

Production
and business
department

Supply room

Marketing
room

Organization
room

Prevention
plan

Financial
Accounting


Figure 1. 5 . First supply chain management model
(Source: Authors compiled by themselves)
Board of manager

Production
and business
department

Supply
room

administrative
offices

Financial
Accounting

Organization
room

Scheme
room

Marketing
room

Figure 1. 6 . Second supply chain management model
(Source: Authors compiled by themselves)
1.2. Supply chain management capacity in businesses and organizations
1.2.1 Nature of supply chain management capacity
- Concept of Arab Management :
Management (the English term for Management) is specific to the process of controlling and
guiding all parts of an organization, usually an economic organization, through the establishment and
change of resources. ( human , financial , material , intellectual and intangible values).
- Concept of management capacity :
There are 03 ways to approach management capacity :
+ According to the management process: Management capacity is the capacity of planning,
organizing, coordinating, operating, inspecting and adjusting;
+ According to cadre competency framework: Management competence is the capacity of
awareness, thinking and vision; work skill; management experience; work attitude;
+ According to the criteria and evaluation criteria: Management capacity includes general
executive management capacity and management capability, managing each specific job stage;
In this study, it is mainly based on the third approach, that is, management capacity is considered as
general management capacity and management capacity to manage each specific job.
- The concept of supply chain management capacity:


According to the standard approach, the evaluation criteria, the capacity of supply chain
management is the general management capacity, the ability to manage and manage each specific task, as
well as the capacity to manage relationships of the system between supply chain components.
1.2.2 Capacity of supply chain management in hospitals
1.2.2.1 Concept of supply chain management capacity in hospitals

Supply chain management capacity in hospitals is actually the management and management
capacity of all components of management capacity, facilities related to the chain management issues,
from planning to achieving get specific results to allocate resources to implement that plan.
1.2.2.2 Content of supply chain management capacity at hospitals
- Capacity to make decisions:
- The ability to organize logistics decisions
- Capacity to check and evaluate people and material in the hospital
1.3. Criteria for measuring supply chain management capacity in businesses and organizations
1.3.1 General criteria for measuring supply chain management capacity
Table 1.1: Summary of specific indicators measuring supply chain management capacity in
enterprises and organizations
Synchronous index of quality
- Frequency of failure
- Order input accuracy
- Accuracy of loading and unloading
- Document accuracy / invoice.
- The level of information availability
- The level of information accuracy
- Number requires reliability
- Number of returning customers.
- Accuracy in responding and fulfilling orders
- Complain of customers
- Overall reliability
- Overall satisfaction level

Index of time synchronization

- Delivery on time
- The value of late orders and the number of late orders
- Response time required

- Number of reset orders
- Cash cycle time
- Average payment term.
- Number of days in stock
- Number of days receiving money after sale.
- Time of equipment depreciation
- New product development time


Uniform index of supplies reserve

- Occupancy
- Depleted reserve
- Inventory value
- Hit inventory
- Obsolete inventory
- Inventory turnover
- Classification of inventories.

Indexes on revenue, expenses,
profits.

- Selling expenses
- Sales
- Sales profits
- Return on revenue
- Cash rotation

(Source: Authors compiled by themselves)
1.3.2 Criteria to assess supply chain management capacity at hospitals

1.3.2.1 Capacity to make decision on logistics supply in medical examination and treatment at hospitals
1.3.2.2 The level of meeting the main professional requirements of the hospital
First; Professional and technical quality
Second; Functional quality
1.3.2.3 Satisfaction of the patient's medical examination and treatment needs
1.3.2.4 The level of meeting the requirements of performing tasks of each stage (medical examination and
treatment) in the hospital supply chain
1.3.2.5 Activities supply , transportation , warehousing logistics in the hospital
1.3.2.6 Coordination for implementation of supply chain stages in hospitals

TT

1

2

3

Table 1.2: Summary of measurement criteria for supply chain management capacity in
hospitals
Criteria
Specific criteria
Note
Capacity to make Capacity to make decisions
Only from the
decisions on logistics The ability to organize making decisions
perspective
of
supply in medical Effective implementation of decisions
hospital staff

examination
and Management capacity of logistics
treatment at hospitals
The level of meeting Ability to provide medical examination and From
the
the main professional treatment services
perspective
of
work requirement at Cure rate
patients
and
the hospital
hospital staff
Quality, technical expertise
Attitudes and professional operations of
medical staff
Satisfaction of medical System of signs and instructions at medical
examination
and examination and treatment places
treatment needs of Administrative procedures
patients
Hospital fee

From
the
perspective
of
patients
and
hospital staff

Facilities in clinics and disease rooms
4

The level of meeting At the stage of examination
the
performance
requirements of each At the stage of storing medicines and medical
examination and treatment equipment
stage
At the stage of patient transport

From
the
perspective
of
patients
and
hospital staff

Arranging
sick
rooms
and
clinics,
administrative rooms
Information system provided to patients
5

The coordination of Activities of coordination between logistics
implementation of the and medical examination and treatment
stages in the hospital

Only from the
perspective
of
hospital staff

Coordinated activities between research and
medical examination and treatment
6

Activities of supply, Quality of transportation for patients
shipping, warehouse
Convenience of the signage system
logistics
Quality of
equipment

transportation

vehicles

and

From
the
perspective
of

patients
and
hospital staff

The level of medicine supply
(Source: Authors compiled by themselves)
1.4 Factors affecting supply chain management capacity in enterprises and organizations
1.4.1 Factors affecting supply chain management capacity
1.4.1.1 Organizational structure
1.4.1.2 Human factor
1.4.1.3 Technology factor
1.4.1.4 Effective measurement and evaluation system
1.4.1.5 Customer satisfaction
1.4.2 Factors affecting supply chain management capacity in hospitals
1.4.2.1 Organizational and operational management structure of the hospital
1. 4 . 2 .2 Hospital facilities
1.4.2.3 Staff working in the field of supply
1.4.2.4 Credibility of beneficiaries from the hospital's supply chain
1.4.2.5 Modern level of information systems and technology in hospitals

Organizational structure


Infrastructure
Logistics staff
Patient's credibility

Supply chain
management
capabilities

Technology
Figure 1.9: Factors affecting supply chain management capacity in hospitals
(Source: Authors compiled by themselves)
1.5. Experience of supply chain management in a number of domestic and foreign enterprises and
organizations and lessons learned for military hospitals in Hanoi
1.5.1 Experience of supply chain management in a number of domestic and foreign enterprises and
organizations [18]
1.5.1.1 Experience in supply chain management at IBM ( International Business Machines) - A
multinational computer technology corporation.
1.5.1.2 Experience in supply chain management in a number of businesses, organizations in the field of
medicine, medical equipment in the US
- Pfizer uses RFID (Radio Frequency Identification) technology: ensuring safe and efficient
supply chain.
- McKenson works closely with suppliers: ensuring a safe and efficient supply chain.
- Roche Diagnostics: Product life cycle Management (PLM) product management
1.5.1.3 Experience from supply chain management at hospitals in Singapore
1.5.1.4 Experience from supply chain management in Vietnamese hospitals
- Supply chain at Bach Mai hospital
- Supply chain at K hospital
- Supply chain at Le Loi Hospital - Vung Tau City
1.5.2. Lessons learned for military hospitals in Hanoi
One is; General lessons for businesses and organizations
- Application of information technology is a key factor
- Strategic planning in supply chain management
- Ensuring a safe and efficient supply chain
The two are; Lessons for military hospitals in Hanoi
- Improve the quality of medical services at hospitals
- Consider choosing more than 1 supplier.
- Logistics activities can be outsourced.

- Human element always needs to be improved.
CONCLUSION OF CHAPTER 1
In Chapter 1 of the thesis, the author has systematized the theoretical basis of supply chain
management capacity in businesses and organizations, including:
Firstly, an overview of supply chains and supply chain management in enterprises and
organizations .
Secondly, analysis of supply chain management capacity in enterprises, organizations in general
and supply chain management capacity in hospitals in particular .
Thirdly, stating the criteria for measuring the capacity of supply chain management in enterprises
and organizations.


Fourth, analyze the factors affecting supply chain management capacity in organizational
enterprises.
Fifthly, stating experience in supply chain management in a number of domestic and foreign
enterprises and organizations from which to draw lessons for military medical hospitals in Hanoi.
The theoretical foundations in chapter 1 will be a solid foundation for the study of the current
situation of supply chain management capacity in medical examination and treatment at military hospitals
in Hanoi in chapter 2.
CHAPTER 2
CURRENT SITUATION OF SUPPLY CHAIN MANAGEMENT CAPACITY IN MEDICAL
EXAMINATION AND TREATMENT AT MILITARY HOSPITALS IN HANOI
2.1. An overview of Military Hospital in Hanoi and supply chain management in Hospitals
2.1.1. An overview of Military Hospital in Hanoi
2.1.1.1. Functions and duties of the Military Medical branch

Along with well implementing the work of military medicine, health care for soldiers,
the Military Medical branch continues to make great contributions to the cause of care,
protection and improvement of the people's health.
2.1.1.2 History of establishment and development of Military Hospital in Hanoi

Central Military Hospital 108
Yen Trach Central Hospital - 108 Military Central Hospital was born on April 1, 1951 in Nong
Village, Yen Trach Commune, Phu Luong District. Thai Nguyen province.
Hospital 103
Treatment team 3 (precursor of Hospital 103) was established on December 20, 1950 in Trung Giap
village, Anh Dung commune (now Trung Giap commune), Phu Ninh district, Phu Tho province.
On May 21, 1989, the General Staff Department issued Decision No. 183 / QD-TM recognizing
Military Hospital 103 as the first-class hospital of the Army. In 1995, Military Hospital 103 was renamed
Hospital 103.
Hospital 354
Hospital 354, formerly known as Tran Quoc Toan Medical Clinic (also known as Central
Military Hospital), was established under Decree 82 / ND, dated 27/5/1949 of the Ministry of Defense
General Commander. On November 30, 1974, the Ministry of Defense decided that 354 Military Hospital
belonged to the Military Medical Department - the General Department of Logistics.
2. 1 .1 . 3 Major characteristics of Military Hospital in Hanoi
- Hospitals were established very early, starting in the early years of the war against the French
- Carry out the contents of special political duties: serving the object of senior officials in the army,
military personnel and relatives in the army.
- Serving special political missions;
- Specific management mechanism: Under the management of the Ministry of Defense in terms of
personnel as well as the executive mechanism under orders, subject to the strict control and management
of the General Department of Logistics.
- Expanding service subjects to be servicemen and people.
2.1.1.4 Organizational model of Military Hospital


BOARD OF MANAGER

Administrative units
1. General Planning Division

2. Department of ScienceMilitary
3. Nursing room
4. The Military Department
5. The department directing
the line

Institute, Center
1. The Orthopedic
Hospital
2.Vascular card
3. Clinical Institute of
infectious diseases

Blocks
1. Internal block
2. Foreign sector
3. Subclinical block
4. Other faculties

4. Radiation surgery
center
5. Stroke center

6. Office of General Staf

6. Center accelerator

7. Technical logistics
department

7. Endoscopic surgery
center

8. Postgraduate Department
9. Finance Department
10. Political Division

Figure 2. 1 . General organizational model at three Hospitals
(Source: Author synthesis)


2.1.1.5. Organizational model of the Logistics - Technical Department at Military Medical Hospitals in Hanoi

Logistics - Technical Department

Advisory
Committee

Military
supplies

Military
paramedic

Department
of Nutrition

Housing
Management
Board

(Barracks
Board)

Boards of
motor
vehicles and
petrol
(including car
fleets)

2.1.2 Supply chain management at Military Hospital in Hanoi
2.1.2.1 Supply chain management in Hospitals
Supply of pharmaceutical products for medical examination and treatment:
The hospital is a distributor and supplier of pharmaceutical products and medical equipment to
end customers who are different patients, so the hospital plays an extremely important role in this
assurance.
Supplier:
For medical examination and treatment, the main source of pharmaceuticals and medical
equipment of the hospitals is through domestic and foreign pharmaceutical companies.
Producer:
Although the Hospital has a medicine production department and only produces simple drugs,
mainly infusion and basic medicines only meet 10% of the patients' needs in the Hospital. Therefore, the
hospital must import drugs from domestic and foreign pharmaceutical manufacturing companies.
2.1.2.2. Management of operations and coordination of supply chain elements in Hospitals


Agency channel
Foreign
Live channel
Supplier

Producer
Domestic

Figure 2. 3 . Relationship between supplier and manufacturer
Transport

Place

Logistics information

Examination and treatment

Storage and treasure

Figure 2. 4 . Supply chain management within the Hospital
Firstly, generalizing medical examination and treatment activities at hospitals
At 3 Military Hospital , object examination and treatment of mainly military and insurance of
active military troops occupy about 14% . The next subjects are Military Insurance and Personal
Insurance accounting for 22% , Health Insurance reaches about 24%. Object services contributed to
almost 4 0 % , the object of social policies, you and the children only about less than 1 %. Thus, it can be
seen that the main medical examination subjects are soldiers.
The hospital still focuses on the service patients segment to diversify the objects of medical
examination and treatment to supplement non-state budget revenues and constantly innovate to improve
the quality of the hospital's health service.


14%

Military service insurance and military insuarance

40%

Pension insurance and relative insurance
22%

Health Insurance
Service object

24%

Figure 2. 5. Percentage of patients with hospital patients
on the island of Hanoi in 2012-2017
(Source: [7])
Secondly, storage and storage activities at Hospitals
This content analyzes the storage and storage of medical equipment, supplies and medicines at
hospitals.
Thirdly, patient transportation and medicine supply activities in hospitals
At Hospital 103, the fleet annually receives nearly 70,000 liters of petrol and oil; vehicles are
regularly stored and maintained at regular intervals, exploited and used with proper features, efficiency,
kept well and used sustainably; meeting requirements of transporting war invalids, officials on business
trips and supplies and equipment to ensure prompt and absolute safety.
Fourthly, the situation of location, departments, departments in the hospitals
For the smooth running of the supply chain, the most important thing is to arrange space for the
departments of Technical Logistics, Department of Equipment, Department of Pharmacy and Department
of Examination.
Fifth, about supply chain information
At Central Military Hospital 108, the management of the supply chain is decentralized, from the
General Planning Department, the Financial Department, the Logistics - Technical Department, the
Equipment Department, the Pharmacy Department without being concentrated in one room. which boards

are specific.
2.2. Analysis of the current situation of supply chain management capacity in medical examination
and treatment at Military Hospital in Hanoi
2.2.1 Actual situation of supply chain management in medical examination and treatment at Military
Hospital in Hanoi area according to the evaluation criteria
2.2.1.1 Actual situation of logistics supply decision in hospitals
From May 30, 2016, when the Quality Management Board - Central Military Hospital 108 was
officially established, a specialized agency was set up to consult and advise the hospital's Board of
Directors.
For Hospital 354 Military Hospital, according to Central Resolution 4 (Session XI), the Party
Committee of the hospital has issued a specialized resolution on medical ethics.
Recently, Hospital 354 has effectively implemented the consultation of people and patients
through the suggestion box system, conducted irregular medical surveys to each patient.
The fact that management capacity is weak or weak leads to a complicated and unscientific
organization. This will make administrative procedures cumbersome.
The majority of workers surveyed chose the level of dissatisfaction or anxiety about the
effectiveness of decisions (mean = 2.6667).
2.2.1.2 Actual situation of meeting the main professional requirements of Hospitals


Through the statistical report of the Ministry of Health, the average cure time was shortened
compared to the plan: 108 Central Military Hospital was shortened by 3 days, Military Hospital 103
shortened 2, In 5 days, 354 Military Hospital has shortened 2.6 days. The percentage of patients cured at
Military Hospital are high from 80% - 91%.
However, regarding the ability to meet medical examination and treatment needs, the staff still
think that they are not satisfied (mean = 2.6078). The number of patients seeking medical services every
year is increasing (Military Central Hospital 108 in 2017 increased by 133% compared to 2016; Military
Hospital 103 in 2017 increased the number of patients. 120% compared to 2016; Military Hospital 354 in
2017 increased the number of patients by nearly 130% compared to 2016).
2.2.1.3 Situation of satisfying patients' need for medical examination and treatment

The rate of regular bed use is over 100% and ranges from 120% to 150%, even 200% at times of
high epidemic disease from February to July. Overactive patients appear in the area. examination area and
inpatient treatment area: 2-3 inpatients / 1 bed, 1 clinic doctor must examine 60-100 patients / day is
common.
The statistical results of the author's survey show that both employees and patients are quite
satisfied but the level of satisfaction is not high (mean in the range of 3.0 - 4.0).
2.2.1.4 . Situation meets the requirements of each hospital (medical examination and treatment) in the
supply chain of hospitals
Survey results of staff of CNV staff said that they were not satisfied with the level of meeting the
requirements of implementing tasks of each stage in the supply chain of hospitals, especially at the stage
of patient transport (mean = 2,9608) and Sewing arrangement of rooms and clinics, administrative offices
(mean = 2.9098). For information storage systems, and information provided to patients has not been
applied information technology, so CNV staff also only gave a level of satisfaction at 3,0275 (still
confused).
For patients, the survey results also show that patients are only temporarily satisfied with the
medical examination and treatment, however, patients also think that the arrangement of rooms and
clinics have not met the needs of the medical examinations and treatments, so the statistical result of the
patient satisfaction level is 2.6667.
2.2.1.5 Actual situation of supply and transportation of logistics warehouse in medical examination and
treatment at hospitals
Survey results show that employees are also quite satisfied with the convenience and quality of
the vehicles to transport patients as well as the means to transport drugs and medical equipment (mean in
approx. 4)
However, the survey results for patients assessing the level of satisfaction with the quality and
transportation of patients, medicines and medical equipment shows that the transportation and supply of
drugs has not been timely (mean = 2.7412 to 3.2627)
2.2.1.6 Actual situation of coordinating the implementation of supply chain stages in hospitals
Military Medical Hospital is not only responsible for providing medical examination and
treatment for patients who need medical examination and treatment at the hospital, but the Military
Medical Hospital has an important task of taking care of the health of the army. According to the report of

the Ministry of Defense, in 2017, the military medical sector has successfully completed the task of
protecting and taking care of health for the army, the army's health force has always maintained firmly
above 98%.
Through the results of the survey, the result is that the employees are quite satisfied about the
coordination between medical examination and treatment and logistics with the percentage of satisfaction
rating is mainly with mean = 3.9275.
In this stage, the survey results show that employees are satisfied with the collaboration between
research and medical examination (mean = 3.9124).
2.2.2. Analysis of factors affecting supply chain management capacity in medical examination and
treatment at Military Hospital in Hanoi


2 .2. 2 .1. Organizational and operational management structure of the hospital
Through the survey results from subjects employees, percentage shares agreed with the influence
of the factor "Structure management and operation at the hospital" to energy management supply chain in
diseases The hospital is very high (with mean of 4.3529 - 4.8186). Especially in which the qualifications
of managers have a great influence on the capacity of supply chain management in hospitals (mean =
4.8186).
According to the survey results from patients in hospitals in Table 2.12 below, the factor
"Structure of hospital operation management" also has a great influence on the capacity of supply chain
management (votes ratio Survey results mean> 4.0). In particular, according to patients, the organization
of the hospital management system has the greatest impact on the capacity of supply chain management
(mean = 4.2902).
2 .2. 2 .2. Facilities for medical examination and treatment of hospitals
According to the results of the survey of hospital officials and employees shown in Table 2.13,
most of the hospital staff said that "Facilities for medical examination and treatment of the hospital" have
a great influence on supply chain management capabilities at hospitals (mean 4.2 to 4.5).
According to the survey results from the patient subjects shown in Table 2.14, the same results
were obtained. Most patients also assessed “Hospital facilities for treatment: affecting the ability of the
hospital's supply chain management (with a mean of 4.2 to 4.4).

2.2.2.3. Staff working at the hospital
The factor "Staff working in hospitals" affects the ability of supply chain management in
hospitals to be quite high to very high (mean range from 3.1 to 4.7). In particular, according to hospital
officials and employees, the working attitude and qualification of administrative staff in the hospital
affects supply chain management capacity (mean = 3.1 and 3.7). , but does not affect the high level as
professional as well as professional ethics of the medical staff (mean = 4.6 and 4.7). Clearly, in the
hospital, the professional and ethical element of the team of physicians directly treating people is
extremely important.
N pleased elements of "The staff of the hospital" has the capacity to influence the supply chain
management from a high to very high (mean of 3.8 to 4.6). The patient also said that the professional
qualifications and ethics of physicians have a major influence on supply chain management capacity
(mean 4.5 and 4.6). In addition, the organization of the medical staff and administrative staff has less
impact on the supply chain management capacity in hospitals (mean = 3.8).
2.2.2.4. The level of trust of the audience benefit from the supply chain of Diseases Hospital
At the end, the survey results from subjects workers and hospital officials, a majority of
respondents said that the level of trust of audiences benefit from the supply chain have high impact to
capacity management supply chain . In which, the level of patient satisfaction with medical examination
and treatment services at the hospital is the most influential with mean = 4.4235 and the satisfaction level
of patients on administrative procedures is less influential but still quite good. high with mean = 3.3765.
The satisfaction of patients with hospital services was the most influential (mean = 4.1035), the
patients' satisfaction with hospital fees was lower (mean = 3.4431). .
2.2.2.5. Analysis of modern information systems and technologies in hospital
In the case of hospital officials and employees, the modernity of the information system at the
hospital and the modernity of the information transmission system among departments have a great
influence on management capacity of supply chain management (mean = 3.6). The modernity of the
device system that updates and stores patient information has less impact on supply chain management
capacity but is still quite high (mean = 3.3882).
In the surveyed patients, the factor "Modernity of information systems and technology in
hospitals" also has a significant influence on supply chain management capacity. In particular, the level of
modernization of the hospital information system is the most influential with mean = 3.8, while the

modernity of the information transmission system between departments has a lower influence on
management capacity and supply chain with mean = 3.3. This assessment is a little different from that of
hospital officials.


2.3. General assessment of the current situation of supply chain management capacity in medical
examination and treatment at Military Hospital in Hanoi
2.3.1 Main points
- The logistics management of Hospitals has a clear division of work and close links between
departments, from the General Planning Department to the Logistics - Technical Department.
- Supply chain management is also effective when Hospitals select reputable suppliers.
- Hospitals are interested in supporting all aspects and timely from the Ministry of Defense.
- According to the assessment of patients and staff of hospitals, the supply chain management
capacity in hospitals is reflected through the evaluation criteria at a quite satisfied level.
2.3.2. Limited and causes
2.3.2.1 Limitations
- The supply chain management is still in its infancy and has not followed the standards of a
modern supply chain.
- The management of the supply chain only follows the allocation mechanism, characteristics of the
subsidy mechanism, and does not create autonomy for the unit.
- The management of the supply chain has not been highly effective, not saving costs and time due
to many stages and overlapping.
- The relationship between the factors in the supply chain has not really played a leading role, has
not been closely linked with each other and has not shown properly with the actual needs as well as the
stature, worthy position and need There are of Military Hospital.
- Because the above-mentioned budgeting mechanism is still indicative, the service providers /
products for Hospitals are limited to a number of units in the Army.
- The facilities and structure of the hospitals, despite being regularly upgraded, are not yet fully
integrated for the operation and management of a modern supply chain.
- The management of reserves at the Hospitals still has many limitations.

2.3.2.2 Causes of restriction
First; objective reasons
- The military hospital is a unit under the Ministry of Defense, so it is managed in all aspects and
complies with the instructions of the Ministry of Defense.
- As the Central Military Hospital is a National Special Hospital, the Hospital has an important
mission to carry out the nation's political duties.
Second; subjective reasons
- Hospitals leaders have not realized the importance and not really paid attention to the supply
chain management at the Hospital.
- Hospitals have not clearly separated between central political tasks and basic objectives in
medical examination and treatment activities.
- Hospitals do not yet have supply chain management software - a set of the most complex software
applications on the software technology market.
- Organizational structure: Hospitals have not separated the roles, responsibilities and obligations of
the logistics departments.
- The facilities and structure at the hospitals need to be modernized synchronously, but the funding
for construction, upgrading and operation is huge.
- Logistics staff in Hospitals, some lack of professional skills and operational skills in the supply
chain.
CONCLUSION OF CHAPTER 2
Chapter 2 of the author has clarified the following issues:
Firstly, an overview of Military Hospital in Hanoi.
Secondly, analyzing the current situation of supply chain management capacity in medical
examination and treatment .
Thirdly, assess the current situation of supply chain management capacity in medical examination
and treatment at hospitals through the advantages, limitations and the causes of the limitations.


The results of the situation and data analysis are an important basis for the author to propose solutions to
improve the supply chain management capacity in medical examination and treatment at the Military Hospital

in the country. Hanoi table in chapter 3.

CHAPTER 3
SOLUTIONS TO IMPROVE THE SUPPLY CHAIN MANAGEMENT CAPACITY IN MEDICAL
EXAMINATION AND TREATMENT AT MILITARY HOSPITALS IN HANOI
3.1. Objectives and directions for improving the supply chain management capacity in medical
examination and treatment of military hospitals in Hanoi
3.1.1 Development objectives of the Military Medical Sector and Military Medical Hospitals in Hanoi
The development objectives of the Military Medical Sector and Military Medical Hospitals in
Hanoi are as follows:
- General objective:
Building a strong and strong military medical force is determined as a key content, of decisive
significance, both urgent in the short run and fundamental in the long run.
- Detail goal:
+ The Military Medical Department continues to advise the Ministry of Defense and coordinate
with agencies and units to step up the consolidation and consolidation of the military medical force
throughout the army.
+ The branch maintains the rotation of military officials and employees to work in difficult areas,
borders and islands.
+ Promote breakthroughs in training, training, building human resources of high quality, ensuring
a balanced and synchronous medical, pharmaceutical and medical equipment;
+ Appropriate remuneration policies and policies for the contingent of military officials and
physicians in accordance with the Party's policy, aimed at attracting, preserving and developing human
resources, ensuring the industry's sustainable development, ....
+ Deploying to build and upgrade preventive medicine system in the whole army along the
direction of ensuring regional, synchronous, unified,
+ The branch continues to build and consolidate the comprehensive system of traditional
medicine at all levels (the key point is the Military Traditional Medicine Institute) according to the motto
"Universal in the first and intensive areas at the back".
+ The branch continues to promote the development of military medical technology in the

direction of "leapfrog ".
+ Military Hospital in Hanoi is considered a strategic area that will focus on the development and
application of high-tech, spearhead and intensive techniques to create a breakthrough in diagnosis
treatment.
+ To strive for military hospitals 103 and 354 to reach the national hospital standards; together
with the 108 Central Central Hospital, to become a special-class hospital, reaching the level of technology
equivalent to the end-line hospital of some developed countries in the region technically.
+ Hospitals with the goal of building a contingent of staff, especially strategic-level officials with
quality, competence, prestige and on par with the task;
3.1.2 Development directions of the Military Medical Sector and Military Medical Hospitals in Hanoi
- Development directions of Military Army:
+ In the coming years, the Military Medical Sector shall strengthen its capacity building and
further renovate scientific and technological research work , focusing on the field of military medicine .
+ The industry attaches importance to integrating training establishments, hospitals, research
centers and production units in the research and application of topics into practice;
+ On the other hand, the industry continues to study innovation and improve operating methods
and financial management mechanisms in hospitals .


+ Along with that, the sector promotes the implementation and improve the efficiency of
emulation movements .
- For Hospitals:
+ Create a dramatic change in the quality of professional work, service quality, comprehensive
care of patients, with high professional standards and national standards in hospital management and
construction. build a cultural environment.
+ Promote scientific research and new technology applications
+ In the coming time, the hospital will continue to accelerate the implementation of three
breakthroughs , creating a strong change.
+ Improve the application of information technology in hospital management .
3.1.3 Objectives and directions for improving the capacity of supply chain management in medical

examination and treatment at military hospitals in Hanoi
- Target:
Hospitals have a common goal of improving the supply chain management capacity to achieve a
safe and effective supply chain that creates the backbone in providing the best possible care for patients.
- Direction:
Orientations for the development of hospitals in the strong development of the world health
system: the role of military medicine is very important, it is necessary to expand cooperation and
international integration.
Strengthening the leadership and direction of the party committees and commanders for military
logistics.
To vigorously renovate the methods of ensuring physical logistics, improving the quality and
efficiency of military logistics, attaching importance to ensuring the life and health of the army.
Transparent management of the staff's work throughout the hospital, thereby laying the
foundations for a new hospital structure and new division of labor.
Hospital staff and physicians should raise their sense of responsibility, take initiative in
overcoming difficulties, caring and attentive service attitude, and strictly observe the discipline of
military-people relations.
3.2. Solutions to improve supply chain management capacity in medical examination and treatment
at military hospitals in Hanoi
3.2.1 Technology solutions in supply chain management
Software application in management
3.2.2 Solutions to improve the supply chain management model
First; Focus on supply chain management in medical examination and treatment.
Second; Organizing the establishment of a new Economic - Foreign Division under the Board of
Directors of the Hospital to support and supplement the Hospital's limited aspects of supply chain management
in medical examination and treatment.
3.2.3 Solutions for strategic cooperation planning
Planning an appropriate cooperation strategy to contribute to strengthening the cooperation in
supply chain management in medical examination and treatment at military hospitals in Hanoi and in the
Military Medical Sector

3.2.5 Solutions to improve the quality of professional work
The main professional work at the hospitals is the medical examination and treatment, so
hospitals need to have solutions to improve the quality of medical services.
With a team of nurses and hospitals, it is necessary to consolidate and perfect the organization of
nursing payrolls according to regulations; Guaranteed enough in quantity, good in quality.
In order to improve the quality of medical examination and treatment, hospitals need to invest
financially to improve the quality of medical equipment and patient transportation facilities to promptly
respond to the time and create comfort for patients. patient
3.2.6 Solution Logistics hospital