Modernizing equipment, timeliness of care delivery, accuracy of performance as well ason enhancing the interpersonal relationships and communication skills of its physicians,nurses and other personnel. Make available provisions of responsive logistics services.Managing time in queuingGive employees effective training and development skill and give incentive to which ableemployees to deliver prompt service to customers. According to the service profit chainmodel the satisfaction of employees/internal customers contributes indirectly for thesatisfaction of external customers. Recognizing and Understand what customers really want through ongoing learning aboutthe expectations and perceptions of customers and number of customers by conductingcustomer service.Suggestions for Future Research
Based on the limitations that have been encountered in this study, certain points have beensuggested for future researchers. It will be considered worthwhile if it can be included whetherthe researchers conducted with different practical variables and increasing the number of studyvariables. implementation of logistics service quality has any impact on hospitals performanceand competitive advantage of it and can be used to measure LSQ. Finally, the conceptualframework that has been developed in this study may need further testing because this study wasrestricted on hospital (gamby teaching general hospital). There for the future researcher willconduct on various hospitals, thus future researchers will conduct more sound research byovercoming these limitations.ReferenceAnderson, E. W., Fornell, C. and Lehrmann, D. R. 1994. “Customer Satisfaction, Market Share,and Profitability”: Findings from Sweden. Journal of Marketing,Bowersox, D. J., Mentzer, J. T. and Speh, T. W. 1995.” Logistics Leverage. Journal of BusinessStrategies”,Brady, M. K., Robertson, C. J. and Cronin, J. J. 2001”.Managing Behavioral Intentions in Diverse Cultural Environments”: An Investigation of Service Quality, Service Value, and Satisfaction for American and Education Fast-food Customers.Journal of International Management, Crosby, P. 1991. La calidad no cuesta. El arte de cercionarse de la calidad, Mejico: CECSA. Davis, E. R. 2006. The Role of Logistics Service Quality in Creating Customer Loyalty.Wheelwright, S.C.; Hayes, R.H. (1985)."Competing Through Manufacturing," Harvard Business Review, Aptel, O. and Pourjalali, H. (2001), “Improving activities and decreasing costs of logistics in hospitals: a comparison of US and French hospitals”, The International Journal of Accounting, Poulin, E. (2003), “Benchmarking the hospital logistics process: a potential cure for the ailing healthcare sector”, CMA Management
Swinehart, K.D. and Smith, A.E. (2005), “Internal supply chain performance measurement:a healthcare continuous improvement implementation”,Int. J. Healthcare Quality Assurance, Van Merode, G.G., Groothuis, S. and Hasman, A. (2004), “Enterprise resource planning forHospitals”, International Journal of Medical Informatics, .Donabedian, A. 1980.”The Definition of Quality and Approaches to its Assessment.Exploration inquality assessment and monitorin, Health Administration Press,” Ann Arbor,MI.Feng, Y., Zheng, B., and Tan, J. 2007. “
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