Executive summary This paper provides a brief but comprehensive analysis of SEHA- Abu Dhabi Health Services Company by looking at various critical elements including its competitive advantage, e-commerce policy, and relationships between the organizations and its suppliers and customers. A review of the recently implemented IT infrastructure portrays SEHA as a globally competent healthcare provider, but its juvenility leaves room for a few recommendations to attain international status and other objectives. About SEHA SEHA – Abu Dhabi Health Services Company is a public health provider based in Abu Dhabi in the United Arab Emirates, UAE. It ranks number one in the provision of integrated healthcare services and has “12 hospitals (2644 beds), 62 ambulatory clinics, and 2 blood banks” (SEHA, 2012). In March this year, the UAE government signed an agreement with SEHA that shall facilitate in the creation of 14 new hospitals. Additionally, SEHA oversees the training and postgraduate education of physicians (interns or fellows) and subject to the aforementioned agreement; it is awaiting accreditation of its educational institution in November this year. Organizational structure: 3 levels of management Board of directors   * Internal audit office Managing directors   * Managing directors office Chief executive officer (CEO)   * CEO Office   * Strategy Performance and Management Finance Division  Information Technology (IT) Division  Clinical Affairs Division  Operation Management Division  Facility Construction Division  Corporate Services & support Division  Business Objectives  1. SEHA looks forward to establishing itself as the Abu Dhabi market leader in the provision of integrated high quality health care services  2. It has every intention of laying a solid foundation for Research & Development and education within its own ranks, i.e. internally  3. Packaging SEHA as the ideal workplace and winning employee favor and loyalty  4. It intends to attract both local and international investors as well as strategic partners with whom it can expand its effect globally  5. Ensuring patient safety and earning patient trust in its healthcare services  6. Establish and reposition ambulatory care services- mobile or decentralized clinics off base that can cater for a wider population  7. To ensure that its healthcare services are provided effectively and efficiently, it envisages the active management of financial operations  8. Active implementation of Emiritization initiatives with the goal of increasing the number of well-trained emirates engaged by and working under SEHA (SEHA, 2012) Competitive Advantages and Porter’s Five Competitive Forces Rivalry Concentration ratio as one of the measurement criterion of industry concentration indications provided by census shows the top four firms that dominate a particular market. Healthcare is rather competitive especially due to the attempt at standardization by national (public) and private insurers (Porter, 1998). However, in the past decade, SEHA has ranked number one in the Abu Dhabi polls as the largest integrated public health care provider, with 12 hospitals, 62 clinics, and 2 blood banks; however, the private secto