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.