Ideally the vision of the individual hospital should be revealed as an operational strategy that also should be transformed into the appropriate operational system supporting operational strategy. In reality, however, there are two gaps among the ideal. This paper analyzes two gaps of tertiary hospitals, which are strategic gap between the vision and the operational strategy, and systematic gap between the operational strategy and operational system, from the perspective of medical service supply chain management (msSCM). Medical service supply chain is defined as a network of hospitals participating in individual patient’s consecutive treatment process.
Firstly this research proposes the conceptual model analyzing the relationship of the gaps and the factors affecting the degree of the gap in tertiary hospitals. And this paper also applied the conceptual model to Cardiac and Vascular Center of Samsung Medical Center and showed the relevancy and usefulness of the model. Secondly this research suggests the tertiary hospital as a leader of medical service supply chain should establish active supply chain management strategy not only to reduce its own gaps but also to improve overall efficiency of the chain. And this paper concretely suggests the contingent decision making process to outsource some of medical processes in the tertiary hospitals as an active medical service supply chain management.
