Presenter
Hanne Plet, The North Denmark Region, Denmark [1]
Linked to EAHP Statements
The following statements are covered by the synergy masterclass:
Section 1 - Introductory Statements and Governance: Statements 1.1, 1.2, 1.3, 1.5, 1.6
Section 2 - Selection, Procurement and Distribution: Statements 2.1, 2.2, 2.3, 2.4, 2.5, 2.6
Section 3 - Production and Compounding : Statement 3.1
Section 4 - Clinical Pharmacy Services: Statement 4.1
Section 5 - Patient Safety and Quality Assurance: Statement 5.1
Section 6 - Education and Research : Statement 6.2
Abstract
Procurement is central in the process of providing the best possible treatment for patients within the available budget. However, whether the procurement process went as expected and has achieved the intended result at the end of the tender period should be assessed for learning purposes.
One way of performing evaluation of the procurement process is to divide findings into process measures and outcomes:
To be able to perform a sufficient evaluation of the procurement process and outcome, it is necessary to plan the evaluation before the process begins, including considering how the data should be collected.
Learning objectives
At the end of this lecture, participants will be able to:
Educational needs assessed
To ensure continuous improvement of the procurement process, the participants need to learn how procurement and tendering may be improved based on systematic evaluation.
Keywords
Procurement procedures, tender content, evaluation, process measures, outcomes
Presenter
Lene Juel Kjeldsen, EAHP Scientific Committee member, Denmark [2]
James Kent, NHS, United Kingdom [3]
Linked to EAHP Statements
The following statements are covered by the Synergy Masterclass:
Section 1 - Introductory Statements and Governance: Statements 1.1, 1.2, 1.3, 1.5, 1.6
Section 2 - Selection, Procurement and Distribution: Statements 2.1, 2.2, 2.3, 2.4, 2.5, 2.6
Section 3 - Production and Compounding : Statement 3.1
Section 4 - Clinical Pharmacy Services: Statement 4.1
Section 5 - Patient Safety and Quality Assurance: Statement 5.1
Section 6 - Education and Research : Statement 6.2
Abstract
Drug procurement is a part of an everchanging environment. Some examples of what can impact on the procurement process are:
Sometimes several solutions exist for a single problem related to procurement, but in other cases, it is necessary for procurement staff to think “out of the box” to ensure drug availability to treat patients.
Learning objectives
At the end of this workshop, participants will be able to:
Educational needs assessed
To ensure that necessary drugs are available for patient treatment, participants should be able to predict and identify potential problems related to the procurement process and find solutions to the problems, before an impact on patient treatment arises.
Keywords
Procurement, tenders, drug shortage, market size, non-registered drugs, storage conditions
Presenter
Hanne Plet, The North Denmark Region, Denmark [1]
Linked to EAHP Statements
The following statements are covered by the Synergy Masterclass:
Section 1 - Introductory Statements and Governance: Statements 1.1, 1.2, 1.3, 1.6
Section 2 - Selection, Procurement and Distribution: Statements 2.1, 2.3, 2.4
Section 4 - Clinical Pharmacy Services: Statement 4.1
Section 5 - Patient Safety and Quality Assurance: Statement 5.1
Section 6 - Education and Research : Statement 6.2
Abstract
The procurement process is not finalized, when the tender contract has been signed. All the work done to achieve the best possible procurement result has to be implemented in clinical practice to harvest the intended effect. In the literature, various publications on implementation science exist, which may be applied to the process of implementing procurement results. The implementation strategy should be considered, which could be using “carrot” and/or “stick” motivational techniques, where an understanding of barriers to implementation is of importance. The most appropriate technique may be individual and differ from product to product, e.g. the strategies used for implementing a new PPI winner compared to a new biosimilar winner may differ considerably.
The implementation strategy is dependent on the level of the procurement (i.e. hospital, national, international), and may involve the hospital pharmacy, clinicians, hospital managers, politicians, DTCs etc., and maybe patients.
The channels used to disseminate the procurement results may also be of great importance, e.g. emails, change in electronic systems, ward meetings etc., and provision of written support material may be relevant.
Monitoring the drug use continuously may be necessary to ensure consistent adherence to the implementation, and if unexpected drug use is detected, action to address this the best way should be determined.
Learning objectives
At the end of this workshop, participants will be able to:
Educational needs assessed
To ensure that the procurement procedure is not wasted due to use of non-tender drugs, participants should be able to understand the complexity of implementing procurement results to plan and act on implementation of procurement results.
Keywords
Procurement, tenders, implementation strategy, healthcare professionals
Presenters
António Gouveia, Instituto Português de Oncologia de Lisboa, Portugal [4]
Linked to EAHP Statements
The following statements are covered by the Synergy Masterclass:
Section 1 - Introductory Statements and Governance: Statements 1.1, 1.2, 1.3, 1.6
Section 2 - Selection, Procurement and Distribution: Statements 2.1, 2.3, 2.4
Abstract
A key element in achieving the best possible price for a drug is negotiation. Drugs may of course be purchased according to the list prices, but the industry may be interested in negotiating a contract with the hospital including a lower price in return of e.g. non-published prices, MAEs, specified length of contract, minimum turnover etc.
In order to achieve a contract beneficial for the industry as well as for the hospital, it is essential to establish a good relationship. Secondly, preparation before the meeting is important, where the Best Alternative To Negotiated Agreement (BATNA) is determined. That includes considering, when no contract is preferable i.e. which criteria should as a minimum be fulfilled to sign a contract.
Various measures of pressure may be used from both sides during the negotiation depending on, how important the drug is for the hospital/company, existing alternatives for treatment, competition approaching through the pipeline, demand in the clinic, budgets etc.
Learning objectives
At the end of this workshop, participants will be able to:
Educational needs assessed
To achieve the best possible drug price and tender content, it is essential for participants to understand the concept of negotiation and how this is done in practice.
Keywords
Tenders, industry collaboration, negotiation, BATNA
Links
[1] http://www.eahp.eu/http%3A//www.eahp.eu/synergy-masterclass/events/procurement/Speakers-hanne-plet
[2] http://www.eahp.eu/http%3A//www.eahp.eu/http%253A//www.eahp.eu/synergy-masterclass/events/procurement/Speakers-lene-kjeldsen
[3] http://www.eahp.eu/http%3A//www.eahp.eu/synergy-masterclass/events/procurement/Speakers-James-kent
[4] http://www.eahp.eu/http%3A//www.eahp.eu/synergy-masterclass/events/procurement/Speakers-antonio-gouveia
[5] http://www.eahp.eu/http%3A//www.eahp.eu/synergy-masterclass/events/procurement/Speakers-despina-makridaki