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Integrated Health SolutionsSM provided capital investment, fully-managed cardiology unit, and improved cost efficiency.
Sacco hospital is a major cardiology centre in Milan that treats 3,000 patients annually with a variety of heart conditions. It has an annual budget of €8,800,000.
The hospital urgently needed to renew ageing cath lab equipment with the most innovative medical technology and to add capacity to meet higher patient demand, but lacked sufficient in-house financing. Sacco administration was also looking for a more efficient procurement model and large-scale efficiency gains in order to enhance competitiveness, as it is surrounded by private healthcare providers strongly attracting patients.
Sacco hospital entered into a partnership with NGC Medical in 2001; this long-term contract was renewed in 2010 and is still ongoing.
How We Did It
Capital investment of €2million in 2001 and €9million in 2010
Building of a brand-new cardiovascular centre with most innovative technologies: two cath labs, electrophysiology lab with stereotaxis, Coronary Intensive Care Unit, and a new non-invasive cardiology clinic
State-of-the-art refurbishment and equipment maintenance of cath labs and of the entire cardiology department (after nine years)
Vendor-independent material management
Took full responsibility for all stock lines
Procured the products clinicians preferred
Implemented a smart stock management system to automate procurement, inventory management and supply chain
One experienced on-site operations manager
Over the last 14 years, the partnership has helped Sacco hospital manage their facility more cost-efficiently and with better predictability.
Efficiency and cost savings through consolidation of multiple supplier contracts into a simple service arrangement
Reduced procedure costs through access to higher buying power
Reduced waste level and obsolescence rate
Maximised uptime and availability of high-value equipment and devices
Responsive and convenient single point of contact for all maintenance issues
Increased physician-patient face time through the delegation of non-core clinical activities