Revenue 90 million euros
Staff 1.500
- Tenders and change of supplier - example product group: medical consumables
- Supplier bundling in the ink, toner, office supplies and gloves product groups
- Negotiation of discounts in kind and annual bonuses
- Optimisation of payment terms
- Service provider bundling - lift maintenanceField report on a purchasing optimisation project by Thomas Hippen, Member of the Management Board and Head of Finance and Accounting at Ubbo-Emmius-Kliniken, and Heiko Goldenstein, Head of Controlling.
Were you sceptical or more open-minded at the start of the project?
Thomas Hippen: We were open-minded because there was simply a need for action to make personnel-neutral savings. In addition, our Head of Business Management left us, which gave us the opportunity to completely reorganise ourselves.
Heiko Goldenstein: I can confirm that. In addition, two companies were merging and the article catalogue was not consolidated. We realised that we only had the necessary manpower to make such a project a success with external support.
What were the main challenges at the beginning of the project?
Thomas Hippen: Data preparation was the biggest challenge - especially in light of the merger of two companies. With the help of the Kloepfel/Bredehorst team, we first had to get an overview of the conditions and contracts.
To what extent has the optimisation project had an impact on patient care?
Heiko Goldenstein: The patients didn't feel anything. The staff did. The carers were easy to motivate and were quick to get involved. The doctors were more critical. Many didn't want to switch from certain handling and materials. But in the end we were able to reach an agreement. Only the issue of plasters was put on the back burner, as the doctors were blocking this. But here too, the Kloepfel/Bredehorst team found an alternative solution.
How does optimisation have a sustainable impact on your daily operations?
Thomas Hippen: The entire processes have changed and have also been accepted. We can now build on the success of the project and have introduced new payment terms. We are currently still in the process of optimising our logistics.
How would you describe the way the Kloepfel/Bredehorst project team works in three words?
Thomas Hippen: Friendly, determined, competent.
Common project successes are also always dependent on the people involved. We talk about being temporary colleagues on projects. How did you feel about that?
Thomas Hippen: The Kloepfel/Bredehorst team was able to establish a collegial relationship very quickly and integrate into our organisation.
Heiko Goldenstein: The consultants knew what they were talking about and quickly gained acceptance thanks to their expertise.
Some suppliers had to get used to seeing new Kloepfel faces at the negotiating table, alongside your company's familiar contacts. How did you experience these situations and what were the suppliers' reactions?
Thomas Hippen: You have to differentiate between local and nationwide suppliers. The nationwide suppliers behaved in a sporting manner, there was no major unrest here. Local suppliers have sometimes asked why prices are now being renegotiated, for example. However, the clinic always managed to smooth the way and find a solution through open communication between the parties involved.
What is your conclusion after the project has ended?
Thomas Hippen: The results speak for themselves, we can only recommend such a project.
