Healthcare Procurement in 2023: Let’s Shape the Beginning from the End!

There is no doubt that procurement increasingly‏ includes a dimension that we have to call value. Price‏ is in the foreground; in these times of crisis, it remains‏ a must. A transparent venture neutral description of‏ products and services puts procurers in the public‏ health system in a position that in football is called‏ the one who passes the ball. And that is towards the‏ specialists in each field.‏

In 2023, public tenders are meeting points where‏ engagements are taken in all transparency. Every‏ stakeholder in the health system - be they a doctor, a‏ manager or a nurse - should not have their decisionmaking‏ authority taken away from them. These people‏ are the professionals and the procurer has the task‏ of providing these people with objective criteria. This‏ requires expertise, digital tools and a spirit of innovation,‏ courage and diplomacy on the part of the procurer.‏

But how can the third dimension, the VALUE‏ discussion, the measurement of output, the inclusion‏ of patient experience be integrated? In short: how do‏ we in healthcare procurement manage the start of‏ procurement from the end?‏

Or to put it another way: 

Can we optimise healthcare systems through‏ comprehensive governance in procurement?‏

Let’s start with a dream that has been set in almost‏ all other sectors for generations: let’s imagine that the‏ hospital board has a C-level procurement officer, a CPO.‏ After all, procurement affects between 30 and 40%‏ of an average hospital budget. So the area should be‏ represented by a professional.‏

Procurement, like medicine, patient experience,‏ has the potential to accelerate health system reforms‏ and address current challenges to deliver better‏ quality, more accessible, more efficient, personalised,‏ integrative and value-based care. However, many‏ healthcare organisations still lack a holistic approach to‏ implementing procurement governance.‏ 

Good procurement in the triangle of hard price criteria,‏ objectification in description, integration of patientexperience‏ requires digital, innovative foundations that‏ first create transparency, legality, responsiveness, crisis‏ preparation, supply chain security and continuity, and‏ last but not least, sustainable purchasing in a circular‏ economy.‏

Only then will there be justice between requirements‏ and application, effectiveness and political regulations,‏ which will keep our sector capable of acting regionally,‏ but which will be value-oriented and global in‏ procurement. Let’s work on the C-level to end the‏ fragmentation of procurement, it weakens our sector.‏

Value on an equal standing means: setting up the‏ process with the involvement of all stakeholders‏ between the health care sector and partners from‏ industry and business, in such a way that solutions‏ and investments are made possible, whereby there is‏ a return on investment for all parties involved and not,‏ as is the case today: a sector in (often) the red and an‏ industry that still draws correct margins from the publicly‏ financed health care sector.‏

As a procurer, co-define your health enterprise, identify‏ all stakeholders and users and engage them from the‏ outset with a clear focus on the immediate must-cannice-‏ to-have issues of procurement.‏

Agree on what data should be collected so that quality‏ and value in execution can be measured.‏

Agree on instruments for governance in procurement:‏ how do I specifically incorporate topics such as‏ sustainability, supply chain, innovation - where is the‏ strategic focus of my institution?‏

Determine who is in charge and gather all stakeholders‏ who have the critical resources.‏

Adopting a clear, transparent and well-communicated‏ procurement policy is essential for managing‏ procurement.‏

Implement accountability and promote the‏ improvement of the health system towards patient centered‏ and integrated care.‏

Review, update and continuously adapt the institution’s‏ procurement governance to the changing needs of the‏ health system as innovative development continues.‏

Not losing sight of the broad objectives to ensure‏ equitable and affordable access to quality health‏ services and to improve and protect the health of the‏ population.‏

Procurement with a value-based approach should‏ move health systems forward, as well as medicine,‏ and must lead to transparent measurable health‏ management in the ecosystem of the partners of 2023.

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Conflict of Interest‏

None.‏