Knowledge network for medical technology management in Mexico

Abstract

This network has led us to propose this approach to solve medical technology management projects, where the strengths of each subgroup complement each other. This structure will lead to a more integrated approach to healthcare technology management and will ensure higher quality solutions.

Purchasing high-cost medical devices and equipment in hospitals: a systematic review

“… 28 However, committees are not flawless; Licona et al described a case study to demonstrate involvement of an interdisciplinary network of professionals in health technology management: despite the involved network several anomalies were identified such as uncertainty of who would install equipment after a bidding process. 29 …”

“… 39 Licona et al describe several iterations in the specification process to avoid last minute changes, and discuss that stringent specifications may lead to the selection of products with the lowest technical and qualitative requirements. 29 In another study, less stringent tender specifications actually showed to lead to substantial cost savings: instead, an iterative negotiation process with multiple vendors after a broad request for proposals led to an aggressive form of competition with varying strategies to form a solution. 44 Finally, there appears to be a reciprocity between industry and hospitals: as clinical trials with equipment have the potential to deliver evidence of functionality for devices, healthcare and industry are incentivised to cooperate in creating and obtaining this evidence.…”

“…28 However, committees are not flawless; Licona et al described a case study to demonstrate involvement of an interdisciplinary network of professionals in health technology management: despite the involved network several anomalies were identified such as uncertainty of who would install equipment after a bidding process. 29 Although not always the primary focus of the study, it was made explicit that some form of approach that unifies how various purchasing stakeholders come together is important: Langenburg et al, for instance, describe their new process as developing a 'vision' with paediatric surgeons, research director, a biomedical engineer and a physicist and the hospital chief executive officer, to collaboratively (with industry partners) develop a shortterm and long-term education, research and education plan for robotic surgery. 30 Haselkorn et al also described the importance of an organisational culture as a crucial component for success in the procurement process.…”

Purchasing high-cost medical equipment in hospitals: A systematic review

“…[46] Licona et al ( 2009) describe several iterations in the specification process to avoid last minute changes, and discuss that stringent specifications may lead to the selection of products with the lowest technical and qualitative requirements. [35] In another study, less stringent tender specifications actually showed to lead to substantial cost savings: instead, an iterative negotiation process with multiple vendors after a broad request for proposals led to an aggressive form of competition with varying strategies to form a solution. [26] Finally, there appears to be a reciprocity between industry and hospitals: as clinical trials with equipment have the potential to deliver evidence of functionality for devices, healthcare and industry are incentivised to cooperate in creating and obtaining this evidence.…”

“…[28] However, committees are not flawless; Licona et al ( 2009) described a case study to demonstrate involvement of an interdisciplinary network of professionals in health technology management: despite the involved network several anomalies were identified such as uncertainty of who would install equipment after a bidding process. [35]…”