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At BIsiona we believe that everything is related to knowledge and its future projection, which means that you need to get away from the day-to-day, in order to gain time.

In the case of the hospital world, in many cases this seemingly simple fact gives rise to a practically impossible mission.

All of us involved in this environment will be familiar with the huge volume of administrative and bureaucratic procedures that we need to deal with and the very tight deadlines we have to work with. This means that tenders can be missed, or can be managed in an inappropriate way, even after their management has been outsourced.

At the end of the day, access decisions are always internal and it is generally these resources that are under the most time pressure.

To avoid situations such as those mentioned and to ensure a successful management, we need to have available all the elements required in the processes and, most importantly, they must be:

  • Organized
  • Located
  • Hierarchical
  • Updated
  • Accessible

It is also necessary to provide the people in an organization who have to intervene in the processes with a tool with quick, direct, orderly, and safe access and with function segregation; one which will enable each participant of the process to work in the same way, and in the most effective and efficient way possible.

Finally, we need to measure the efficiency of these processes and their purpose, which is none other than obtaining the award of a product sales contract.

Although it might appear obvious, given the above premises we would stress the need to have a tool or solution that allows us in the same repository:

  • To integrate all data from the different sources involved in the process
  • To establish tasks, processes and their rules.
  • To define and assign those responsible for rapid decision-making, appropriately segregating functions.
  • To log changes and approvals; that is, a transparent and auditable system.
  • To have alerts on deadlines and notifications to prevent missed opportunities
  • To register and store documents associated with each phase.
  • To analyze results to make decisions and improve our strategy in the market.

 

INFORMATION SOURCES

To simplify matters we can talk about 6 basic blocks:

  •  INTERNAL DATA FROM ERPs: they provide us with everything related to our products: description, hierarchies, market, prices, sales, commercial structure and customers.
  • PUBLIC DATA from Negotiating Entities and Public Clients: they provide all the
    information regarding public tenders: lots, maximum prices, maximum units, duration, terms, extensions, challenges, awards, competitors, prices, scores in award criteria, with granularity from the File and Trading Entity.
  •  PRIVATE DATA from Groups and Clients where the negotiations will come directly from the sales network, providing quantities, prices, validity periods and competitors, with granularity from the Client Code.
  • DATA from External Sources of Hospital Consumption (although at the moment they are few and unreliable) set trends and can be taken into account, with granularity at Hospital Area level.
  • DOCUMENTS: they contain all those models that are going to be required at some point in the process and they are kept updated by including them when required in each tender.
  • OFFICIAL MINISTERIAL DATA: prevalences, population pyramids, treatments, interventions, services, expenses, investments, National Catalog of Hospitals.

 

SOURCE INTEGRATION:

As we saw in our first article, having an integrated data model guarantees the correct execution of processes, avoiding inconsistencies and errors, as well as a coherent data analysis that allows us to take decisions and make predictions.

Integration should always be automatic and achieved through unattended processes, enabling us to guarantee the entry of all data sources and their maintenance: structured, related and permanently updated.

In addition, we constantly enrich the historical data, an important pillar for trend analysis.

In short, a good data model will give us the ability to generate alerts, notifications, infer dates, predict consumption, propose discounts, perform simulations and statistical calculations, extrapolate situations, manage approval thresholds, etc.

All we need for a successful management.

 

TASK AND PROCESSES:

We have all heard of workflow, a way of managing the cycle that allows us to divide the various processes into tasks and then sequence them through flows that will be launched by events, generally approvals.

For BIsiona, this way of working provides transparency and knowledge, by facilitating teamwork, distribution and segregation of duties.

It also allows the setting of controls and threads that are triggered by rules; for example, discount thresholds can be set beyond which additional approvals need to be escalated.

It is important to find a balance between the processes and tasks that are established and the effectiveness of the overall process. For this reason, it is important to avoid falling into typical errors, such as creating tedious procedures or complex flows, which most of the time we do not even need.

From our experience, we would recommend focusing on the frequent, leaving aside the exception.

 

DOCUMENTS:

As you will know, another key factor in the management processes of hospital tenders and negotiations are the documents associated with each phase of the workflow.

For this reason it is extremely important for these documents to be in the same repository as the data, so they are another source of information and are closely related to each process and its tasks. More so if we want our system to successfully pass an internal or external audit: along with records of changes and approvals, it is one of the main elements that justify and support taken actions and decisions in different parts of the flow.

Who would understand a successful business deal or tender if not with its associated documents?

In addition, we will need to generate output documents such as labels, letters, guarantees, documents, offers, notifications, etc.

In short, if we have associated documents with each phase of the negotiation flow, we will save time and avoid information dispersion by having a single tool.

 

 

ANALYSIS:

The analysis of results is the catalyst of our strategies: without analysis it will be difficult to make correct decisions.

In the management of offers and tenders we have two important analysis perspectives: process management and internal results, and the market.

Both are very important and, if we correlate them, so much the better. We must always bear in mind that for these analyses to be successful, we will need to have carried out a good data integration process, as we mentioned earlier.

Depending on the characteristics of the product (exclusive, patented brand, biosimilar, diagnostic, healthcare supplies, etc.) we will pay more attention to one type of indicator than another. However, analyses of consumption and discounts in the case of negotiations, or success in the case of tenders, are the most commonly called upon resources for the development of indicators and analyses.

We hope that the reflections that we have shared in this article have reminded you of situations you have experienced in your day to day professional life.

These keys are the basis on which our  Tenders & Accounts platform has been built and evolved, keys which are nourished – how can it be otherwise? – by the experience and knowledge we have acquired as a partner of our clients.

Do not hesitate to share this article with your network. We look forward to hearing your opinions, suggestions or doubts on our Blog.