- 6 Hospitals
- 80+ Clinics, urgent care & ambulatory sites
- 1,000+ Licensed beds
Challenge
CoxHealth faced significant inefficiencies in its clinical engineering purchasing processes, creating operational strain and financial risk. Purchasing was fragmented across hundreds of vendors, with inconsistent processes and little standardization. Technicians were responsible for sourcing parts themselves, increasing administrative burden and reducing time available for higher-value work. At the same time, the organization lacked clear visibility into spend and inventory, leading to discrepancies that ultimately resulted in audit exposure.
Our purchasing processes were so inefficient that we had quite a bit of variance in what was being purchased and what our books were telling us should be here.
Jessica Lightfoot Administrative Director of Clinical Asset Management
Solution
CoxHealth partnered with PartsSource to centralize and streamline procurement through the PartsSource PRO® platform, initially focusing on simplifying parts purchasing before expanding into a more comprehensive service strategy. By consolidating nearly 300 vendors into a single purchasing channel, the organization reduced complexity, improved consistency, and gained greater visibility into purchasing data.
As those operational burdens were removed, the role of the HTM team began to shift. Technicians spent less time sourcing parts and more time contributing to higher-value activities such as equipment assessment, vendor coordination, and lifecycle planning. This shift revealed a larger opportunity: the need for a more flexible, scalable service model that could support a growing, more strategic function.
In response, CoxHealth expanded its use of PartsSource PRO® beyond procurement to include PRO Service, PRO Assets, and PRO Workforce, enabling a more connected and data-driven approach to service delivery. With improved visibility into asset performance and access to integrated service solutions, the organization began aligning service strategy with real-world performance data, supporting better capital planning, extending equipment life, and increasing in-house capabilities through training.
Rather than simply improving individual processes, CoxHealth built a more cohesive model where parts, service, data, and workforce development work together, allowing the organization to scale, adapt, and respond more effectively to both day-to-day operations and periods of disruption.
annual net cost savings
service response time (down from 55 minutes)
use of high-quality alternative parts (up from 15%)
Additional outcomes included:
- Reduced ordering complexity through vendor consolidation
- 6–7% sustained savings rates
- Improved technician productivity and engagement
- Greater alignment between HTM, finance, and operations
- Transition from reactive maintenance to proactive lifecycle strategy
Today they are helping us with really assessing the condition of equipment, helping us work with vendors and getting quotes for capital or operational replacement for equipment that’s aging. So they’re redirecting time that they would have spent in parts procurement into helping us determine better lifecycle management,
Jessica Lightfoot
Outcome
By evolving beyond procurement optimization, CoxHealth built a more adaptable, data-driven HTM model—one capable of scaling with system growth and responding to operational disruption.
With PartsSource PRO, the organization is now positioned to extend equipment life through better data and service alignment, strengthen capital planning with real performance insights, expand in-house capabilities while reducing external dependency, and continuously evolve its service model as needs change.