Internal logistics · Central logistics · Care delivery
Your nursing staff are transporting instead of providing care.
Walking, transport and supply tasks tie up expensive, scarce nursing time. Industrial intralogistics gives this time back while also reducing costs.
Why now
Nursing time is too valuable for transport routes
With the ongoing shortage of skilled staff, every hour that reaches the bedside matters. Good intralogistics has a double effect: on capacity and on costs.
Expensive time in the corridor
Nursing and service staff take on transport, errands and supply tasks. Time is missing at the bedside, and routes are not actively managed.
Time back and lower cost
Managed pick-up and delivery services, central logistics and automation give nursing time back while reducing logistics costs.
Intralogistics from manufacturing
PEC transfers cycle timing, routes, Kanban and automation from automotive and industry to hospital operations.
Practical guide
Ten levers for hospital intralogistics
You have your indicative range. The guide shows the ten levers with which organisations can regain nursing time and reduce logistics costs, with a benchmark against comparable organisations.
- Where nursing time is tied up in transport in your organisation
- Pick-up and delivery services, routes and central logistics in detail
- When automation pays off and when management is enough
- Benchmark of your profile against comparable organisations
PDF Practical guide · Ten levers for hospital intralogistics
What PEC stands for
Operational impact, not just concepts
Many consultancies develop concepts. PEC makes sure they work, during ongoing operations and with measurable impact.
lower operating costs
Through targeted process optimisation, clear responsibilities and effective management, without jeopardising quality or care.
stable workflows
Structured analysis of core processes: less complexity, optimised interfaces and stable processes from goods receipt to the bedside.
in operational implementation
PEC does not just accompany; it implements and shares responsibility for impact, together with management and teams.
Cycle timing, routes, Kanban and automation, transferred to hospital operations.
Expertise from more than 200 specialists, transferred specifically to healthcare.
Focused on functioning workflows and implementation during ongoing operations.
Frequently asked questions
What executives and nursing leaders ask first
Do we have to invest in expensive technology such as automated guided vehicles?
No. The first and fastest effect comes from management: bundled pick-up and delivery services, clear routes and responsibilities.
Can this be done without job cuts?
The goal is to relieve nursing staff of non-logistics tasks and reduce walking distances, not primarily to cut positions.
How quickly does it take effect?
Management measures often show impact within two to four months. Automation takes longer, but then provides lasting relief.
Does this work in multi-site structures?
Especially there. The more distributed the sites, the greater the effect of centrally managed logistics across organisations.
You now know your potential.
Let’s give your nursing staff their time back.
30-minute logistics potential discussion with a PEC expert. Specific, confidential and with no obligation.
Book a potential assessment call