Cost optimization clinics: Ubbo-Emmius clinics
Industry: Healthcare
Turnover: 81 million euros (2014)
Employees: 1,300 (2015)
Optimization measures, among others:
- Invitations to tender 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
- Optimization of payment terms
- Service provider bundling - elevator maintenance
Field report on a purchasing optimization 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 skeptical or rather 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. What's more, our head of economics left us, which gave us the opportunity to completely reorganize ourselves.
Heiko Goldenstein: I can confirm that. In addition, two stores were merging and the article catalog was not consolidated. It was clear to us that we only had the necessary manpower to make such a project a success with external support.
What were the biggest challenges at the start 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 conditions and contracts.
To what extent has the optimization project had an impact on patient care?
Heiko Goldenstein: The patients haven't felt anything. The staff did. The nurses 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 plaster casts was put on the back burner, as the doctors were blocking this. But here too, the Kloepfel/Bredehorst team found an alternative solution.
To what extent does the optimization have a lasting effect on your day-to-day business?
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 optimizing our logistics.
How would you describe the way the Kloepfel/Bredehorst project team works in three words?
Thomas Hippen: Friendly, determined, competent.
Joint project successes are also always dependent on people. We talk about the fact that in the projects
are temporary colleagues. How did you feel?
Thomas Hippen: The Kloepfel/Bredehorst team was able to establish a collegial relationship quite quickly and integrate into our company.
Heiko Goldenstein: The consultants knew what they were talking about and quickly gained acceptance thanks to their expertise.
Some suppliers first had to get used to seeing new faces at the negotiating table alongside the familiar contacts from your company. How did you experience these situations and what were the reactions of the suppliers?
Thomas Hippen: You have to differentiate between local and nationwide suppliers. The nationwide suppliers behaved in a sporting manner, there was no major unrest. 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 end of the project?
Thomas Hippen: The results spoke for themselves, we can only recommend such a project to others.
Thank you very much for the interview!
