Materials management · Procurement · Supply chain
Hospitals quietly lose millions on materials every year.
In prices, inventories and consumption. Material costs are the second-largest cost block after staffing — and the fastest lever to move.
Why now
The fastest cash lever in the organisation
With capped revenues and strained liquidity, procurement moves up the agenda. It works quickly, has a double effect and does not interfere with care delivery.
Too many items, too many suppliers
Historically grown procurement, lack of bundling and opaque consumption per case drive the material cost ratio without anyone noticing.
Reduce costs and release capital
Bundling and standardisation reduce ongoing costs. Orderly inventories also release working capital on a one-off basis.
Procurement from industry
PEC brings the PEC Group’s supply-chain and procurement know-how into the hospital, creates transparency and bundles demand with rapid effect.
Practical guide
Twelve levers in hospital procurement
You have your indicative range. The guide shows the twelve levers with which organisations can reduce material costs and release liquidity, including a benchmark against comparable organisations.
- Where the money really sits in your material cost ratio
- Bundling, standardisation and inventory management in detail
- How much working capital is tied up in your inventory
- Benchmark of your profile against comparable organisations
PDF Practical guide · Twelve levers in hospital procurement
What PEC stands for
Create transparency, manage economically
We create clarity about where resources are tied up and turn that into effective management. The focus is on transparency and implementation, not short-term savings at any price.
lower operating costs
Through targeted process optimisation, clear responsibilities and effective management models, without jeopardising quality or care.
Clarity about tied-up resources
We show where resources are tied up and how economic relationships affect day-to-day care delivery. Transparency first, then levers.
in operational responsibility
Implementation rather than concept papers, together with management and teams. We do not just accompany; we implement and share responsibility for impact.
Care continuity before cost reduction, management logic instead of KPI overload, implementation during ongoing operations.
Procurement and process know-how from automotive and industry, focused on healthcare.
Stuttgart, Munich, Friedrichshafen, Düsseldorf, Wolfsburg and Bremen, plus Detroit.
Frequently asked questions
What procurement and executive management ask first
Do we have to change suppliers or sacrifice quality?
No. The biggest effect comes from bundling, standardisation and transparency, not from lowering quality. Medical requirements remain the priority.
How quickly does it take effect?
Procurement is the fastest cash lever. Initial effects from bundling and inventory reduction are often visible after just two to four months.
Does this also work across a group?
Especially across a group. Cross-site bundling and standardised ranges unlock additional potential that individual organisations cannot achieve alone.
What about the capital tied up in inventory?
That is the second effect. Orderly inventories and coverage levels release working capital on a one-off basis. This is precisely the liquidity many organisations urgently need right now.
You now know your range.
Let’s unlock the potential.
30-minute procurement potential discussion with a PEC expert. Specific, confidential and with no obligation.
Book a potential assessment call