Area of Action I
Framework conditions: New scope or new constraints for hospital procurement?
How are political, economic and regulatory developments changing procurement management in hospitals?
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What impact do healthcare policy reforms have on procurement and logistics?
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What economic conditions are putting pressure on hospitals in terms of investment and operational cost management?
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What new financing models are being considered for capital goods, medical technology and IT?
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How can procurement help to use scarce resources more strategically?
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What expectations do politicians, funding bodies and the public have of hospital procurement today?
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How is the role of procurement changing amidst the tension between cost-effectiveness, quality and security of supply?
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What legal issues arise from new procurement, contract and platform models?
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What priorities must procurement management set in order to remain capable of acting under uncertain conditions?
Area of Action II
Market and models: Who will be in charge of hospital procurement in future?
How are platforms, purchasing groups and new business models changing the market dynamics in hospitals?
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What role do digital procurement platforms play compared to traditional purchasing groups?
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What expectations do hospitals have of purchasing groups today, beyond the bundling of volumes?
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Which new services are particularly relevant for hospitals, for example in logistics, data services or interim management?
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Which business models ensure availability, cost-effectiveness and flexibility in equal measure?
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How are integrated care and logistics models changing the way hospitals, suppliers and service providers work together?
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How important are industry and technology partnerships for the further development of procurement?
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How can supplier relationships be structured to enable hospitals to procure goods in a way that is both more resilient and more cost-effective?
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What market changes are emerging in the medical devices, medical technology, pharmaceutical and IT sectors?
Area of Action III
Supply and processes: How do hospitals ensure both efficiency and availability?
How can procurement and logistics work together to improve processes and maintain a stable supply chain in hospitals?
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What specific measures help to prevent supply disruptions and make supply chains more reliable?
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How can procurement and logistics be better integrated organisationally?
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What process costs arise in particular for B and C items – and where are the greatest opportunities for optimisation?
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Which procurement and logistics models ensure availability in operating theatres, functional areas and wards?
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What challenges do more complex supply processes pose for procurement as a process manager?
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How can food services and other logistics-intensive areas be organised in a cost-effective manner whilst ensuring quality?
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Which risks in procurement and logistics must hospitals manage more systematically?
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What organisational structures and skills are required for an efficient hospital procurement department?
Area of Action IV
Digitalisation and data: Where does real added value lie for procurement and logistics?
How can AI, automation and digital solutions be put to good use to effectively improve procurement and logistics?
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What specific benefits do AI and automation already offer in day-to-day hospital operations?
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Which processes in procurement and logistics are particularly suited to digitalisation and automation?
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What role do forecasts, data analysis and key performance indicators play in the strategic management of procurement?
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How can digital tools make material cost control more precise and effective?
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What potential do e-procurement solutions and digital ordering processes offer hospitals?
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What experience has been gained with specific use cases, such as automated order confirmations or data-driven demand forecasts?
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What requirements do ERP and IT transformations place on procurement and logistics?
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Which digital skills will procurement and logistics managers need to develop further in future?