{"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\/fr\/insights\/understanding-mattershospital-medical-technologies-who-makes-the-big-spend-decisions-and-how-do-they-get-there\/","title":{"rendered":"034\u00a0: Comprendre l\u2019importance\u2026 Technologies m\u00e9dicales hospitali\u00e8res\u00a0: Qui prend les d\u00e9cisions importantes en mati\u00e8re de d\u00e9penses et comment y parvient-il\u00a0?"},"content":{"rendered":"

La plupart des nouveaux achats de technologies m\u00e9dicales hospitali\u00e8res sont soumis \u00e0 la proc\u00e9dure d'acquisition d'immobilisations. Les d\u00e9cisions d'achat d'immobilisations prises par les h\u00f4pitaux peuvent souvent s'av\u00e9rer complexes et influent sur les d\u00e9lais d'examen, d'approbation finale et d'affectation des fonds. G\u00e9n\u00e9ralement, les articles dont la valeur d\u00e9passe un certain seuil sont soumis \u00e0 l'obligation institutionnelle d'\u00eatre \u00e9valu\u00e9s dans le cadre de cette proc\u00e9dure.<\/p>\n\n

Ce processus d\u00e9bute g\u00e9n\u00e9ralement \u00e0 partir de $10\u00a0000 et peut \u00eatre plus important en fonction de la taille et du budget de l'h\u00f4pital. Malgr\u00e9 le volume consid\u00e9rable d'acquisitions d'\u00e9quipements hospitaliers \u2013 et peut-\u00eatre en raison de la complexit\u00e9 du processus \u2013 j'ai constat\u00e9 que de nombreux documents destin\u00e9s aux investisseurs (CIM, MP) pr\u00e9sentent des informations erron\u00e9es ou passent sous silence des points essentiels concernant les capacit\u00e9s de l'entreprise et la proposition de valeur du produit, \u00e9l\u00e9ments pourtant indispensables pour mener \u00e0 bien ce processus. Les \u00e9quipements sont g\u00e9n\u00e9ralement des biens tangibles dont la dur\u00e9e de vie utile est sup\u00e9rieure \u00e0 un an et qui sont souvent associ\u00e9s \u00e0 des co\u00fbts annexes li\u00e9s \u00e0 l'installation, \u00e0 la maintenance et \u00e0 la mise en \u0153uvre.<\/p><\/div>\n\n

\n\n

L'acquisition d'\u00e9quipements hospitaliers est g\u00e9n\u00e9ralement un processus ascendant visant \u00e0 d\u00e9terminer les besoins annuels en capital. Les d\u00e9cisions d'acquisition sont souvent valid\u00e9es par un processus analogue \u00e0 l'approbation du budget par le Congr\u00e8s ou \u00e0 la proc\u00e9dure d'acc\u00e8s prioritaire lors d'un \u00e9v\u00e9nement exclusif. Chaque ann\u00e9e, les services sont invit\u00e9s \u00e0 soumettre une liste d'\u00e9quipements \u00e0 acqu\u00e9rir (liste d'attente). Pour les nouveaux programmes ou services cl\u00e9s d'un h\u00f4pital, les \u00e9quipements sont souvent approuv\u00e9s par une proc\u00e9dure parall\u00e8le qui contourne le processus standard d'examen et d'allocation et est directement soumise \u00e0 la direction pour approbation, dans le cadre de l'investissement principal du nouveau service (un traitement de faveur). Toutefois, la proc\u00e9dure annuelle standard implique g\u00e9n\u00e9ralement que la liste des \u00e9quipements demand\u00e9s soit examin\u00e9e par un sous-comit\u00e9 de responsables de service (administrateurs, m\u00e9decins, cadres infirmiers) afin de la classer par ordre de priorit\u00e9 croissante. Appelons cette liste la \u201c\u00a0liste des projets prioritaires\u00a0\u201d. Tous les services ne peuvent pas acqu\u00e9rir les \u00e9quipements de leur choix, car l'\u00e9tablissement fixe g\u00e9n\u00e9ralement un budget annuel pour les acquisitions d'\u00e9quipements.<\/p>\n\n

La liste est class\u00e9e par ordre de priorit\u00e9, puis g\u00e9n\u00e9ralement transmise \u00e0 un comit\u00e9 restreint (comit\u00e9 des cr\u00e9dits) comprenant souvent le directeur financier, le directeur des op\u00e9rations, le directeur g\u00e9n\u00e9ral et des cadres sup\u00e9rieurs. Ce comit\u00e9 d\u00e9termine quels projets seront financ\u00e9s lors du cycle d'acquisition d'\u00e9quipements en cours et lesquels seront report\u00e9s au cycle suivant ou refus\u00e9s. Des \u00e9changes sont souvent effectu\u00e9s entre les projets de la liste de priorit\u00e9 afin de respecter le budget global. Ayant particip\u00e9 \u00e0 de nombreux processus d'acquisition d'\u00e9quipements pour l'adoption de nouvelles technologies, j'ai identifi\u00e9 les facteurs cl\u00e9s qui, selon moi, sous-tendent la plupart de ces d\u00e9cisions et qui devraient donc \u00eatre directement applicables \u00e0 toute analyse de rentabilit\u00e9 des technologies m\u00e9dicales d'\u00e9quipement au sein des h\u00f4pitaux et des r\u00e9seaux hospitaliers int\u00e9gr\u00e9s. Ma liste de 10 points \u00e0 analyser pour l'adoption de nouvelles technologies est la suivante\u00a0:<\/p>\n\n

    \n
  1. Le vendeur peut-il prouver le retour sur investissement (ROIC) anticip\u00e9 et son impact sur les revenus de l'h\u00f4pital ou sur la r\u00e9duction des d\u00e9penses\u00a0?<\/li>\n\n\n\n
  2. Cet \u00e9l\u00e9ment est-il en ad\u00e9quation avec la vision ou la strat\u00e9gie de l'h\u00f4pital\u00a0?<\/li>\n\n\n\n
  3. Cet \u00e9l\u00e9ment est-il essentiel \u00e0 l'exp\u00e9rience du patient ou aux soins cliniques\u00a0?<\/li>\n\n\n\n
  4. Ce produit offre-t-il un avantage concurrentiel ou un atout marketing par rapport \u00e0 la concurrence\u00a0?<\/li>\n\n\n\n
  5. Cet article remplace-t-il un \u00e9quipement n\u00e9cessaire ou obligatoire\u00a0?<\/li>\n\n\n\n
  6. Cet \u00e9l\u00e9ment est-il important pour la s\u00e9curit\u00e9 des patients ou pour les indicateurs de r\u00e9glementation environnementale\u00a0?<\/li>\n\n\n\n
  7. Cet \u00e9l\u00e9ment est-il indispensable aux principaux programmes ou fournisseurs pour maintenir leur part de march\u00e9\u00a0?<\/li>\n\n\n\n
  8. Les co\u00fbts cach\u00e9s sont-ils inclus (installation, formation, int\u00e9gration, frais de licence, assistance, consommables, s\u00e9curit\u00e9, maintenance et contrat de service)\u00a0?<\/li>\n\n\n\n
  9. Une technologie peut-elle \u00eatre revendue en fin de vie fonctionnelle\u00a0?<\/li>\n\n\n\n
  10. Les m\u00e9decins et le personnel cl\u00e9s sont-ils de fervents d\u00e9fenseurs de l'adoption et de l'utilisation\u00a0?<\/li>\n<\/ol>","protected":false},"excerpt":{"rendered":"

    La plupart des nouveaux achats de technologies m\u00e9dicales hospitali\u00e8res sont soumis au processus d'acquisition de biens d'\u00e9quipement. Les d\u00e9cisions d'achat de biens d'\u00e9quipement prises par les h\u00f4pitaux peuvent souvent s'av\u00e9rer complexes et influent sur la rapidit\u00e9 de leur examen\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\/fr\/insights\/understanding-mattershospital-medical-technologies-who-makes-the-big-spend-decisions-and-how-do-they-get-there\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\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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