{"id":575,"date":"2022-12-28T17:13:37","date_gmt":"2022-12-28T17:13:37","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=575"},"modified":"2026-04-09T01:42:32","modified_gmt":"2026-04-09T01:42:32","slug":"understanding-mattershospital-medical-technologies-who-makes-the-big-spend-decisions-and-how-do-they-get-there","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/es\/insights\/understanding-mattershospital-medical-technologies-who-makes-the-big-spend-decisions-and-how-do-they-get-there\/","title":{"rendered":"034: Entender la importancia\u2026 Tecnolog\u00edas m\u00e9dicas hospitalarias: \u00bfQui\u00e9n toma las decisiones de gasto importantes y c\u00f3mo se llega a ellas?"},"content":{"rendered":"

La mayor\u00eda de las nuevas adquisiciones de tecnolog\u00eda m\u00e9dica para hospitales se someten al proceso de compra de capital. Las decisiones de compra de capital por parte de los hospitales suelen ser un laberinto complejo de procesos que afectan la puntualidad de la evaluaci\u00f3n, la aprobaci\u00f3n final y la asignaci\u00f3n de fondos para la adquisici\u00f3n. Por lo general, los art\u00edculos que superan un determinado umbral monetario deben someterse al proceso de compra de capital, seg\u00fan lo exige la instituci\u00f3n.<\/p>\n\n

Este proceso comienza en cualquier punto a partir de $10,000 y en adelante, dependiendo del tama\u00f1o y el presupuesto general del hospital. A pesar del enorme volumen de compras de capital en los hospitales \u2014y quiz\u00e1s debido a la complejidad del proceso\u2014 he observado que muchos materiales para inversores (CIM, MP) tergiversan o simplemente pasan por alto consideraciones clave sobre si una empresa tiene las capacidades y el producto tiene la propuesta de valor suficiente para afrontar este proceso. Los bienes de capital son generalmente bienes tangibles con una vida \u00fatil superior a un a\u00f1o y a menudo est\u00e1n asociados con costos auxiliares de instalaci\u00f3n, servicio y otros costos de implementaci\u00f3n.<\/p><\/div>\n\n

\n\n

La compra de capital en un hospital generalmente se realiza mediante un proceso ascendente para determinar las necesidades anuales de capital. Las decisiones de compra de capital suelen someterse a un proceso similar a la aprobaci\u00f3n de presupuestos por parte del Congreso o a la "fila de acceso" en un evento exclusivo. Anualmente, se invita a los departamentos a presentar una lista para su consideraci\u00f3n (lista de espera). Para los nuevos programas clave o l\u00edneas de servicio del hospital, los art\u00edculos de capital suelen aprobarse mediante un proceso auxiliar que evita el proceso est\u00e1ndar de revisi\u00f3n y asignaci\u00f3n y va directamente a la alta direcci\u00f3n para su aprobaci\u00f3n como parte de la inversi\u00f3n principal en la l\u00ednea de negocio de nueva creaci\u00f3n (se les da prioridad a los VIP y se evita la lista de espera). Sin embargo, el proceso anual est\u00e1ndar normalmente implica que la lista de art\u00edculos de capital solicitados sea revisada por un subcomit\u00e9 de l\u00edderes departamentales (administradores, m\u00e9dicos, jefes de enfermer\u00eda) para priorizar la lista en grupos de prioridad ascendente. Llamemos a esto la "Lista de Preferencias". No todos los departamentos pueden comprar su "preferencia", ya que la instituci\u00f3n suele establecer un monto fijo para las compras anuales de capital.<\/p>\n\n

La lista se detalla por prioridad y generalmente se env\u00eda a un peque\u00f1o comit\u00e9 (de asignaciones presupuestarias), que suele incluir al director financiero, al director de operaciones, al director ejecutivo y a gerentes de alto nivel, para determinar qu\u00e9 proyectos recibir\u00e1n financiaci\u00f3n durante el ciclo actual de compras de capital y cu\u00e1les se pospondr\u00e1n hasta el siguiente ciclo o se rechazar\u00e1n directamente. A menudo se intercambian elementos dentro de la lista de prioridades para mantener el presupuesto general. Tras haber presenciado y participado en numerosos procesos de compra de capital para la adopci\u00f3n de nuevas tecnolog\u00edas, he identificado los factores clave que, en mi opini\u00f3n, subyacen a la mayor\u00eda de estas decisiones y que, por lo tanto, deber\u00edan aplicarse directamente a cualquier an\u00e1lisis de viabilidad comercial de tecnolog\u00edas m\u00e9dicas en hospitales y redes integradas de atenci\u00f3n m\u00e9dica. Mi lista de 10 recomendaciones para la adopci\u00f3n de nuevas tecnolog\u00edas es la siguiente:<\/p>\n\n

    \n
  1. \u00bfPuede el vendedor demostrar el retorno de la inversi\u00f3n previsto (ROIC) y su impacto en los ingresos del hospital o en la reducci\u00f3n de gastos?<\/li>\n\n\n\n
  2. \u00bfEl art\u00edculo se ajusta a la visi\u00f3n o estrategia del hospital?<\/li>\n\n\n\n
  3. \u00bfEl art\u00edculo es esencial para la experiencia del paciente o la atenci\u00f3n cl\u00ednica?<\/li>\n\n\n\n
  4. \u00bfEl producto proporciona una ventaja competitiva o una ventaja de marketing sobre la competencia?<\/li>\n\n\n\n
  5. \u00bfEste art\u00edculo reemplaza alg\u00fan equipo necesario u obligatorio?<\/li>\n\n\n\n
  6. \u00bfEs importante este elemento para la seguridad del paciente o para los indicadores regulatorios ambientales?<\/li>\n\n\n\n
  7. \u00bfEs este art\u00edculo necesario para que los programas o proveedores clave mantengan su cuota de mercado?<\/li>\n\n\n\n
  8. \u00bfEst\u00e1n incluidos los costes ocultos (instalaci\u00f3n, formaci\u00f3n, integraci\u00f3n, tasas de licencia, soporte, consumibles, seguridad, mantenimiento y contrato de servicio)?<\/li>\n\n\n\n
  9. \u00bfSe puede revender la tecnolog\u00eda al final de su vida \u00fatil?<\/li>\n\n\n\n
  10. \u00bfLos m\u00e9dicos y el personal clave promueven la adopci\u00f3n y la utilizaci\u00f3n de este sistema?<\/li>\n<\/ol>","protected":false},"excerpt":{"rendered":"

    La mayor\u00eda de las nuevas adquisiciones de tecnolog\u00eda m\u00e9dica para hospitales se ven afectadas por el proceso de compra de capital. Las decisiones de compra de capital por parte de los hospitales suelen ser un laberinto complejo de procesos que influyen en la oportunidad de su consideraci\u00f3n\u2026<\/p>","protected":false},"author":[114],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[53,55],"audience":[],"insight-category":[138],"class_list":["post-575","insight","type-insight","status-publish","hentry","topic-best-practices","topic-purchasing-process","insight-category-market-evaluation","author-lynt-johnson-md-mba"],"yoast_head":"\n034: Understanding Matters\u2026Hospital Medical Technologies: Who Makes the Big Spend Decisions and How Do They Get There? - Matters Graph<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mattersgraph.com\/es\/insights\/understanding-mattershospital-medical-technologies-who-makes-the-big-spend-decisions-and-how-do-they-get-there\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"034: Understanding Matters\u2026Hospital Medical Technologies: Who Makes the Big Spend Decisions and How Do They Get There? - Matters Graph\" \/>\n<meta property=\"og:description\" content=\"Most new hospital medical technology purchases hit the capital procurement process. 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