This case illustrates a situation where a process approach is
appropriate. The process has a beginning, distinct steps, a limited number of possible sequences and handovers, and a defined end. It is part of a supply chain as it accepts inputs from general practitioners, and utilizes two inputs from independent organizations. The process ends with a decision, which produces inputs for the next process in the supply chain. Process analysis generates data that management can use for corrective action focusing on maintaining a proper sequence, enabling swift handovers, and managing bottlenecks.