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In this paper, I firstly offer a description of the problems that the department of medical physics from the CHU of Liège is currently facing due to the lack of suppliers monitoring. I believe this leads to a higher risk of receiving a poor maintenance on the machines, which would impact their availability and hence disturb both users and patients.
I then proceed to detail how I, through scientific research and the benchmark of another department, have come up with a linear-weighted model based on SMART and objective key performance indicators to help solve this issue. I then explain that those KPIs were created based on the existing service contracts with the suppliers and the expectations of the department. In order to improve the practicality and efficiency of this new task, I offer an alternative control method based on subjective attributes in addition with an automatic model to compute the indicators.
Thirdly, with the intention to comply with the quality norms ISO9001, I map the processes and add procedures to demonstrate who does what, when and how so that the manager clearly knows how to use the tools. Furthermore, I provide the hospital with my risk analysis regarding the implementation phase of the tools. I highlight several risks by adopting a project management methodology and I propose solutions to reduce the identified and prioritized risks. I evaluate the effectiveness of my solutions on the risks and I estimate no risk to still be above the acceptable level assuming the application of my ideas. I go on by justifying the adequacy of my methodology with the training on project management from the ESQ UQAM. In this chapter, I also take a step back on my work and attempt to criticize my approach.
I end this paper with my recommendations for the short and long-term efficiency of my tools. If they wish to obtain a precise control tool, I highly encourage the department to work on the quality of the existing data base by communicating with its staff and by collaborating with its suppliers. I submit a priority list of the suppliers for the department to begin the evaluation and I strongly advocate the manager to analyze and take appropriate actions within a maximum of 6 months after the evaluation of the supplier. I conclude with the possibility of integrating SLAs and criticality in the future specifications.

suppliers --- management --- hospital --- healthcare --- public --- supplier risks --- Sciences économiques & de gestion > Finance