By Les Popiolek
Purchased services and indirect spend costs in hospitals are becoming increasingly difficult to manage not because of any single faulty contract, but because a fragmented approach to contracting can lead to agreements spread across departments, each with its own owners, renewal schedules, independent operating requirements, and often with overlapping vendors. Â This fragmentation can limit the size and scale hospitals bring to negotiations, meaning even well-negotiated rates may still fall short of expected savings.
