Inventory and tied-up capital
Procurement follows scheduled procedures. The inventory model lets you set stock reduction, capital costs and loss assumptions separately.
OR LOGISTICS IN PRACTICE
Reduce OR material costs. Manage inventory with purpose.
What materials are actually needed for scheduled procedures? MEDIC makes demand visible through preference cards and supports targeted procurement and material optimisation.
Three distinct financial effects.
A smaller OR inventory releases tied-up capital. Lower material consumption reduces recurring costs. Less routine work frees staff time. These are different financial effects and should be calculated separately. Our benefit calculators show assumptions and a three-year trajectory.
How MEDIC supports the workflow
Materials in the preference card
For frequent procedures, review the items and quantities on the card. For example, explore a 5–10% reduction in material costs as your own modelling assumption.
Staff time and capacity
Freed hours are initially a resource opportunity. Additional operations also require demand, staff and available OR time.
Practical questions
Are the displayed amounts guaranteed savings?
No. They are adjustable models. MEDIC investment and operating costs must be considered separately. Freed staff time and additional OR capacity must not be counted twice as the same financial benefit.
How would this work in your hospital?
In a free workshop, we examine your current workflow, handovers between the OR and logistics, and existing systems. Together, we identify where MEDIC can help.
Technical basis: the MEDIC workflow described by Consight Swiss. Consight Swiss →