When making a large capital equipment purchase for a new construction, major remodeling or expansion, you are under the gun to save money. A big part of saving money is finding ways to save time.
Capital equipment procurement can be made easy by using the skills and experience of someone who does it all the time. At CME Corp we have those skills and experience. Here is how we save you time and money:
New hospital construction projects involve highly specialized, complex, and expensive endeavors. The construction of new hospital buildings require significant oversight because of patient safety and health requirements, strict regulations and advanced technology that need to be accommodated.
As a Purchasing Director, when faced with the task of assisting in the opening of a new clinic, your role will require equipment delivery pre-planning in order to keep the opening on schedule.
Medical equipment planning for healthcare facilities can be extremely difficult when working with multiple vendors. You will be faced with piles of paperwork, calendar dates to juggle for the receipt of goods, worries about having equipment installed, and ensuring each department is available to sign off on equipment as it arrives.
Here is an easy to use checklist that you can use as a guide.
When working with multiple vendors in supply chain management you are faced with multiple approaches to delivery. This means that in the case of a large order for a new clinic, clinic renovation, or new department, you may be in a position to lose sight of arrivals and even lose equipment and smaller sundry orders with so much tracking required. However, if you take advantage of working with a hospital distribution company you will be dealing with one or two orders coming from one central warehouse making it far easier to schedule your deliveries.
New hospital construction is a costly venture that takes years to complete. When you are working on a hospital team, you want to be certain you are using the best approach in order to keep the hospital CEO happy. Using modern business approaches to new hospital construction will greatly ease the minds of your superiors as well as ease the pressures placed on your budget.
When someone talks about supply chain management, what usually comes to mind is the procurement, acquisition, in-house storage, and distribution processes for the consumable items that the healthcare facility uses on a daily basis.
This usually involves such things as GPO (group purchasing organization) negotiations, just-in-time (JIT) deliveries by medical distributors, on-site storage, inventory management and distribution to the end-user departments on a recurring basis. It also may involve an automated electronic ordering system that essentially minimizes the active engagement of the materials management/purchasing department personnel.
As a healthcare facility you need to lower costs in order to provide better quality care to your patients. Cutting corners on the level of care you provide is not an option, therefore it is necessary to find ways to cut costs where you will see the least impact on your patients and team. Working with a medical distributor can often be an effective way of saving money as it offers a number of advantages over working with multiple vendors. Here is a pros and cons overview that outlines the benefits of working with a medical distributor.
Integrated delivery networks (IDNs) and other healthcare providers are always deliberating on how to make healthcare more cost-efficient. Many organizations have turned their focus to supply chain management.
According to some research, this function makes up 40 to 50% of the operating expenses for healthcare systems and hospitals. In healthcare, the supply chain management function has evolved beyond the scope of simply determining how much of each type of supply to purchase and carry in the storerooms.
Today, those managers must effectively manage relationships with vendors and companies at the upstream source of products and downstream, to the end users to minimize supply costs and transform the function into a bottom line asset for the organization.
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