| Summary: | Background: The hospital is currently required to be a competitive organization.
To achieve excellence in competition and as a framework for continuous
improvement is necessary to assess the efficiency of the purchasing activity.
Objective: To evaluate the level of efficiency of the direct purchase of disposable
medical devices in hospitals Bangkinang.
Methods: This study used a case study design, this type of research is
observational presented descriptively. The subjects were respondents with regard
to the procurement process. Respondents were selected by purposive sampling.
Data was collected through in-depth interviews, observation and document
tracking. Data collected in the form of qualitative data and literature kuantitatif.
The literature review conducted in several journals to formulate efficiency
assessment. Formulation of standards assessment done on component personnel,
management, procedures and regulations as well as information systems
Results and discussion: Administration on personnel costs by 4.58% (standard
�2%). This suggests that administrative costs have not been efficient. Training at
100% (standard �95%). This implies that the training of personnel has been
efficient. On the assessment of management variables, the use of the budget
amounted to only 77% (standard �85%). This indicates that the variable has been
efficient. On assessment procedures and regulations, orders obtained during the
12-days time (standard �1 day). This indicates that the variable of procedures and
regulations has not been efficient. System variables measured through electronic
information that has not received assessment orders (standard �90%). This
indicates that the variable of information system has not been efficient.
Conclusions and suggestions: Efficiency has not been achieved at the cost of
administrative in the personnels variable, procedures and regulatory variables and
information systems variable. Assessment has reached efficient is variable of
management, because the structure of the organization has been formed and
centralized purchasing has been going well. Budget savings up to 33% of the total
budget. Improved skills and knowledge has been attempted by training personnel
on all members of the unit purchase. Efficiency can still be optimized to reduce
administrative costs, shorten order time and the implementation of technology in
the purchasing process.
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