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医院后勤由供给福利型管理转向经营管理，是医院适应市场经济、保证改革发展方向的必由之路。计划经济体制下滞后的医院后勤封闭式供给福利服务模式，已经严重制约了医院的改革与发展。在后勤服务社会化的市场竞争中，医院后勤经营管理模式可根据我国目前的基本国情、生产力发展水平、全社会生产社会化的程度和医院后勤工作状况，采取社会化经营、企业化管理的多种实现形式。①院内社会化：实行全面经济承包；成立经济实体；成立经营（企业）实体。②过渡社会化：社会逐步接办后勤部分服务项目；实施“准社会化工程”；创建涉医的集约化、集团化公司；建立生产经营联合体。③社会化：让社会服务行业基本承办医院后勤服务项目。
The transformation of hospital logistics from welfare-oriented management to operation management is the only way for hospitals to adapt to the market economy and ensure the direction of reform and development. The closed logistics supply welfare service model of hospitals lagging behind under the planned economic system has severely restricted the reform and development of hospitals. In the market competition in the socialization of logistics services, the hospital logistics management model can be based on China’s current basic national conditions, the level of productivity development, the degree of social socialization of production, and the logistics work of hospitals, and it can adopt multiple social management and enterprise management. Kind of implementation. 1 Socialization in the hospital: The implementation of comprehensive economic contracting; the establishment of economic entities; establishment of operating (enterprise) entities. 2 Transitional socialization: The society will gradually take over some logistics service projects; implement “quasi-social engineering”; create intensive, group-based companies involved in medical treatment; and establish a production and operation consortium. 3 Socialization: Let the social service industry basically undertake hospital logistics service projects.