Toward joint Medical Logistics 2010 and beyond: process innovation and redesign of Class VIII supply chain at a medical logistics company

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dc.contributor.advisorNissen, Mark E.
dc.contributor.advisorLewis, Ira A.
dc.contributor.authorAugustitus, Mary A.
dc.contributor.authorStevenson, Sonja L.
dc.contributor.corporateNaval Postgraduate School
dc.contributor.departmentSystems Management
dc.dateDecember 2000
dc.date.accessioned2012-08-09T18:48:21Z
dc.date.available2012-08-09T18:48:21Z
dc.date.issued2000-12
dc.description.abstractThe purpose of this thesis is to evaluate current Class VIII supply chain procedures at a U.S. Medical Logistics Company (Med Log Co), process map the "as is" baseline process and propose possible "to be" process redesign alternatives that will possibly improve efficiency and produce long-term cost savings. To perform this analysis, the 1st Med Log Co at Camp Pendleton, CA was chosen. The assessment of their "as is" process includes a historical background on medical logistics within the Department of Defense, a comprehensive material logistics literature review, site visits, personnel interviews, process mapping of the baseline "as is" process, and proposal of two redesign alternatives for the "to be" process. A comprehensive analysis was conducted using Thomas Davenport's Process Innovation Framework and quantitative measurements were obtained using the Knowledge-based Organizational Process Redesign (KOPeR) methodology to diagnosis existing pathologies. KOPeR measurements indicate that the 1st Med Log Co's existing "as is" process is a fragmented, mostly manual procurement process that can be innovated now using information technology as a process enabler. Our results indicate that by formally injecting the use of electronic mail and shared databases into the "as is" procurement process an immediate impact can be realized. Further efficiency and cost savings can be accomplished by coupling the injection of information technology with a web- based end-to-end procurement process that assigns a case manager to the "to be" process.en_US
dc.description.distributionstatementApproved for public release; distribution is unlimited.
dc.description.serviceMajor, United States Marine Corpsen_US
dc.description.serviceLieutenant, United States Navyen_US
dc.description.urihttp://archive.org/details/towardjointmedic109457811
dc.format.extentxx, 140 p.en_US
dc.identifier.urihttps://hdl.handle.net/10945/7811
dc.language.isoen_US
dc.publisherMonterey, California. Naval Postgraduate Schoolen_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.subject.authorBureau of Medicine and Surgeryen_US
dc.subject.authorBusiness-to-businessen_US
dc.subject.authorElectronic commerceen_US
dc.subject.authorInnovationen_US
dc.subject.authorLogisticsen_US
dc.subject.authorMedical logisticsen_US
dc.subject.authorMaterial managementen_US
dc.subject.authorProcess innovationen_US
dc.subject.authorProcess managementen_US
dc.titleToward joint Medical Logistics 2010 and beyond: process innovation and redesign of Class VIII supply chain at a medical logistics companyen_US
dc.typeThesisen_US
dspace.entity.typePublication
etd.thesisdegree.disciplineManagementen_US
etd.thesisdegree.grantorNaval Postgraduate Schoolen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.nameM.S. in Managementen_US
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