Recently, due to inflation and import restrictions, the healthcare supply chain has used a coopetition strategy. The use of coopetition is still limited, and it needs to be used more to compensate for the lack of resources and expertise. In this context, it is necessary to explain the coopetition advantages for the supply chain. Therefore, the present research was conducted in order to identify and model coopetition advantages. In the first stage, with a qualitative approach and semi-structured interviews, 32 advantages of a coopetition strategy in the healthcare supply chain were identified and were grouped in 8 major categories: "Relational advantages," "Patient advantages," "Strategic advantages," "Financial advantages," "Human resources," "Brand strengthening," "Quality benefits," and "Problem-solving benefits." In the second stage, in order to model the benefits, using fuzzy total interpretive structural modeling (FTISM). According to FTISM, the benefits were placed in 4 levels. The modeling results showed that "strategic advantages" and "human resources advantages" are the most important coopetition advantages because they are effective on other advantages, and in a way, they are the most fundamental coopetition advantages. To take advantage of the benefits of coopetition, it is necessary to have transparent contracts to prevent tension, the existence of efficient managers who accept coopetition and the ability to resolve conflicts, the existence of criteria for intelligent selection of competitors, and the existence of monitoring systems agreed upon by the parties and the removal of cumbersome upstream rules.