engineering and business process functionalities played a key portion in making ASAP successful, as it helped to convert the manual(a) order entry system into a touch sieve automated order system. The support and commitment showed by the precedential management to leverage IT was a significant step towards a successful ASAP system.
2. Was ASAP Express equally as successful? What were the key differences between ASAP Express and its predecessor, ASAP?
ASAP Express was a multivendor system. It extended Baxters proprietary profits to include other network providers, including GEISCO and McDonnell Douglas, who provided global telecommunications services and an electroruc clearinghouse for the other 8 participating vendors. ANSI X.12 standard formats were adopted for all communications with the co-vendors. The Key difference between the predecessor ASAPs and ASAP express was that the express was biased in that price and proceeds availability argon carried only for Baxters and co- vendors product lines. True price-comparisons between competing product lines and vendors were not possible on-line, which was possible in ASAP 1 ASAP4.
3. How does OnCall compare to either ASAP Express or ASAP?
Does it successfully address the concerns raised by the introductory systems?
OnCall was able to eliminate the issues of inability to directly interconnect AHSC, its sales representatives and hospital customers and its inability to provide printed copies for order verifications that were faced in prior ASAP models. Oncall improvements included facilitating a wide come in of hospital-supplier transactions and Microsoft Access database, which allowed hospitals to collect information and report on their purchasing activities. Oncall was developed on the strategy of providing great cheer to its customers by customization and at the same time lower companies cost.
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