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2SPD-009 A 5-year retrospective report on comprehensive medicine procurement within a public group procurement organisation
  1. A Moratalla Rolanía1,
  2. P Hors Comadira1,
  3. JM Guiu Segura2
  1. 1Consortium of Health and Social Care of Catalonia, Central Procurement Body, Barcelona, Spain
  2. 2Consortium of Health and Social Care of Catalonia, Pharmacy and Medicines, Barcelona, Spain


Background and Importance Centralised procurement bodies play a critical role in the efficient procurement of essential medicines. However, in recent years there has been a growing recognition of the need to go beyond the traditional approach and integrate comprehensive approaches into central procurement processes. This shift is driven by the increasing complexity of healthcare systems, rising costs, and the desire to optimise resource utilisation.

Aim and Objectives The objective of this study is to evaluate the implementation of a comprehensive framework for medicine procurement within a regional group procurement organisation (GPO).

Material and Methods A retrospective study was conducted to quantify and assess the outcomes resulting from the comprehensive framework implementation of medicine procurement spanning from 2018 to 2023. The study aimed to determine the extent of the introduced procurement activities’ value and the financial as well as non-financial benefits for hospitals and other healthcare organisations.

The comprehensive medicine procurement framework was established in 2018 and introduced new services and approaches to the procurement and tender activities of the GPO. This novel framework encompassed the following components: a) Standardisation of pre-tender activities: needs analysis, horizon scanning, market consultations, benchmarking with other GPOs, standardisation of purchasing criteria, opportunity cost and cost-effectiveness and development of innovative procurement models; b) The establishment of a technical office to coordinate the operational execution; c) Implementation of a contracting process derived from Framework Agreements; d) Ongoing monitoring of the results of awarded tenders, with feedback mechanisms; e) Alignment with the drug policies of public insurance.

Results A total of 127 tenders were conducted across 2018–2023. With an increasing number of tenders though the years. By incorporating services such as demand forecasting, market consultations, and clinical input, times were reduced for purchasing decisions. This optimisation on the procurement performance led to reduced costs, and enhanced supply chain resilience. However, no significant differences were found in the price reduction achieved through the aggregation of purchasing power by the GPO.

Conclusion and Relevance The Comprehensive Medicine Procurement of our GPO represents a transformative approach that aligns with the evolving healthcare landscape. By optimising resource utilisation, enhancing supply chain efficiency, and improving procurement performance, this approach ensures effective resource use for hospital pharmacies.

Conflict of Interest No conflict of interest.

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