Authors : Bruno Houessou

Volume/Issue : Volume 11 - 2026, Issue 8 - August

Google Scholar : https://tinyurl.com/2evr4th4

Scribd : https://tinyurl.com/396rm5cw

DOI : https://doi.org/10.38124/ijisrt/26aug539

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : Medical assets contribute to healthcare only when their management supports the clinical and health-service objectives for which they are deployed. Yet medical asset management often remains fragmented across acquisition, operation, maintenance, financing, risk management, and replacement functions. This paper proposes an Evidence-Informed Constructivist BPMN Framework linking medical asset management to strategic health objectives at hospital, regional, or national level. The framework begins with two complementary inputs: the strategic health or medical objectives relevant to the assets under consideration and a structured assessment of current asset-management capability. Assessment evidence is collectively interpreted by clinical, technical, managerial, financial, and other relevant stakeholders. Collaborative leadership enables this process by facilitating knowledge sharing, constructive management of divergent perspectives, joint prioritization, and shared accountability. Through evidence-informed deliberation, stakeholders identify gaps between the capabilities required to achieve health objectives and those currently provided by the asset-management system. These strategic capability gaps are prioritized and transformed into context-specific asset-management strategic axes. Strategic axes are therefore treated as outputs of evidence-informed stakeholder construction rather than predefined components. BPMN subsequently translates agreed strategic objectives into operational processes, responsibilities, decision gateways, controls, and escalation mechanisms. Performance outcomes are reassessed against asset-management indicators and the health objectives initially pursued, creating a recursive learning process supported by collaborative review. The framework positions medical asset management as an enabling capability of healthcare strategy and BPMN as the operational bridge between collectively constructed strategic priorities and action. It provides a scalable conceptual approach applicable to hospitals, regional health networks, and national medical asset management systems.

Keywords : Medical Asset Management; BPMN; Constructivism; Collaborative Leadership; Strategic Alignment; Healthcare Technology Management; Stakeholder Participation; ISO 55000; Strategic Capability Gap; Health-System Governance.

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