Search Results (3)

This study involves the construction of a dynamic evolutionary game model involving three key participants, including the Group Purchasing Organization (GPO), medical institutions, and pharmaceutical suppliers, while comprehensively considering critical factors such as benefit compensation, bad debt risk, and fiscal costs. The model characterizes the strategy evolution of each participant under bounded rationality and imitation learning mechanisms. Based on the replicator dynamics equations, the evolutionary trajectories and equilibrium conditions of the three parties’ strategies are systematically derived. The Jacobian matrix is then used to analyze the local stability of eight boundary equilibria and potential internal mixed equilibria. Furthermore, to capture the optimal adjustment process of the compensation mechanism, the GPO’s compensation level is introduced into an optimal control framework. A controlled evolutionary system is formulated, and the dynamic optimal relationship between compensation intensity and system state is described using the Hamilton–Jacobi–Bellman (HJB) equation. Through analytical linearization and numerical simulations, the optimal feedback compensation law and its closed-loop evolutionary trajectory are obtained, allowing for a comparative analysis between the “fixed compensation” and “optimal compensation” scenarios. The results reveal that an appropriately designed dynamic compensation mechanism can significantly enhance system cooperation stability and overall social welfare. This provides a quantitative theoretical foundation and methodological tool for the refined design and dynamic regulation of pharmaceutical group purchasing policies. Full article

The paper aims to investigate the effects of the COVID-19 pandemic on working capital management policies among Polish small and medium-sized enterprises operating in Group Purchasing Organizations (GPOs). The results show that the firms adopted a moderate–conservative strategy for their working capital management. Moreover, the evidence confirms that the COVID-19 pandemic crisis did not change Working Capital Management (WCM) strategies significantly. The companies that have high financial security as a result of the high ratio of Liquidity, Quick, and cash conversion cycle (CCC) have tried to attract more new customers in the market by increasing the due date of accounts receivable so they can improve their sales performance, and also reduce the liabilities turnover to be able to work with more suppliers in the market. Moreover, among the various WCM strategies, the companies with a higher CCC ratio, along with those whose bulk of current assets consisted of accounts receivable and short-term investments, managed to have higher sales returns. Finally, our outcomes indicate that the firms operating in large cities have lower sales returns, meaning even Polish small and medium-sized enterprises’ ability within GPOs with the aid of the central unit can also get high return on sales (ROS) results. Full article

The COVID-19 virus has hit the economy around the world. In Poland, SMEs have the greatest problems with doing business. Border blockades and the quarantine for enterprises in virtually all industries throughout Poland greatly complicated the supply systems and the inventory management process. Up to now, SMEs have acted in group purchasing organizations to improve their competitive position. This form of activity also positively affects their financial security. Therefore, in this paper, the inventory management among this group of companies during the COVID-19 pandemic was analyzed. The purpose of the paper was to show how inventory management strategies changed during the COVID-19 pandemic in SMEs operating in industry GPOs. The analysis was carried out on a group of 88 Polish commercial enterprises operating in purchasing groups. The research period covered the years 2017–2019 and March–June 2020. The research showed a change in inventory management strategy in SMEs during the pandemic time of COVID-19. For the first four months, managers of enterprises tried to pursue a conservative policy and to accumulate stocks in the event of a shortage of supplies. This article also presents the form of security that was applied for SMEs operating in group purchasing organizations (GPOs) to avoid forced downtime caused by the COVID-19 pandemic. Full article