Pharmacoeconomics: theory and practice
№1, 2026, Vol.14

The objective of the study was to assess the digital maturity of the medical property resource management system in military healthcare. A multicenter descriptive study was conducted using quantitative and qualitative methods. Departmental medical and pharmaceutical organizations served as the subjects of the study. The digital maturity assessment was based on an adapted Digital Maturity Framework across 17 key criteria grouped into four blocks: attitudes and foundations (culture, leadership, budget, innovation); people, skills, and processes (capacity, recruitment, training, project management); systems and information (technology, data, reporting, understanding); and outcomes and user experience (communications, collaboration, optimization, internal systems, service delivery). For each of these, descriptive characteristics of five maturity levels were developed. Data collection methods included questionnaires and interviews with managers and employees responsible for medical property resource management, expert assessment by 42 experts, and random observation at the study sites. Significant variability in the digital maturity levels of organizations was revealed: most were at levels 1–3, and only a few had reached level 4. The lowest scores were observed for the following indicators: «culture», «leadership», «innovation», «data», «optimization», and «internal systems». It was found that military medical organizations under central control demonstrate higher levels of digital maturity. The main constraints include limited funding, an insufficiently developed material and technical base, a shortage of qualified personnel, and an incompletely defined unified departmental digitalization policy. The prevalence of digital maturity levels 1–2 indicates a fragmented and unsystematic digitalization of the medical property resource management system. Improving digital maturity requires the following: expeditious completion of a departmental digitalization strategy, centralization and standardization of the information technology infrastructure, development of human resources, an increase in targeted budget funding for systemic support, the creation of regional digitalization support centers, and the development of partnerships. A key requirement is the creation of a specialized departmental digital maturity assessment tool that takes into account the specifics of the medical property resource management system in military healthcare.

In modern medical organizations, the effectiveness of medical asset procurement processes largely depends on the degree of coordination between clinical departments acting as requesters and specialists of the procurement department. Standard operating procedures (SOPs) are considered a key regulatory tool; however, their actual impact on the quality of cross-functional interaction remains insufficiently studied. The aim of this study was to empirically examine the relationship between the level of awareness and application of SOPs for medical asset procurement among requesting staff and the quality of cross-functional interaction, as well as to verify the hypothesis that this interaction transforms from an operationally conflict-driven model to a strategically partnership-based model with widespread SOP implementation. A mixed-methods study was conducted in twelve multidisciplinary hospitals. A total of 125 respondents (65 clinicians and 60 procurement specialists) were surveyed using an online questionnaire. The questionnaire included sections assessing knowledge of SOPs, perceptions of interaction quality measured on Likert scales, and open-ended questions. Data analysis involved Spearman correlation analysis, thematic coding of qualitative data, and comparative analysis to construct empirically grounded models. The results demonstrated a statistically significant moderate positive correlation (r = 0.58, p < 0.01) between the requester’s SOP knowledge index and the procurement department’s assessment of interaction effectiveness. Qualitative analysis identified three empirical system models: «Reactive Chaos» (low SOP knowledge, high conflict levels, up to 75% of procurement time spent on clarifications), «Unstable Formalism» (selective implementation, unequal service provision), and «Proactive Partnership» (high SOP knowledge, joint planning, and trust). In groups with high SOP coverage, the number of procurement requests returned for revision was on average 2.8 times lower. The study confirms a direct relationship between the maturity of the process-based approach (SOP implementation) and the quality of cross-functional interaction. SOPs function not as restrictive instruments but as a foundation for responsibility delegation, reduction of transaction costs, and a shift from transactional relationships toward strategic partnership. The key recommendation is the introduction of mandatory, regularly updated SOP training for all procurement initiators with a focus on shared goals, thereby contributing to the development of a conflict-free and effective organizational environment.

The state continues to refine its policy on alcohol regulation, necessitating an up-to-date assessment of the socioeconomic burden of this phenomenon. An analysis of the socioeconomic burden of alcohol abuse was conducted at 2025 prices for one year, taking into account direct and indirect costs. Direct costs borne by the healthcare system and directly attributed to alcohol abuse amounted to at least 85 billion rubles, while indirect costs reached 1.399 trillion rubles. In terms of indirect costs, more than 95% of the burden comes from losses in gross domestic product (GDP), mainly due to reduced productivity due to alcohol abuse.The total socioeconomic burden exceeded 1.484 trillion rubles, or 0.695% of GDP.