Al-Rahma Hospitals Group: Unifying procurement, stores, and asset records across three hospitals
Each of the three hospitals ran independent procurement and stores — one warehouse piled up items the neighboring one reported short — while some 850 high-value medical assets lacked custody and maintenance records. We deployed Avanta with centralized procurement, electronic approvals, unified stores, and an asset register with preventive maintenance orders.
20%
Lower annual purchasing via consolidation and negotiation
850
Medical assets under full custody and maintenance records
ساعات
Purchase-approval cycle, down from a week
Background
The group manages three hospitals totaling some 250 beds across three cities; the first opened twenty years ago, with expansion via acquiring an existing hospital and then building the third. Every expansion inherited the new hospital's management as-is: independent procurement, its own item coding, accumulated accounting customs. Group leadership looked at substantial annual purchasing and suspected that no central negotiation was leaving its mark — because each hospital bought alone, on its own clock, from its own suppliers.
The challenge
The three hospitals bought identical catheters and consumables from different suppliers at prices sometimes twenty percent apart, with no combined-volume negotiating power. Simultaneously, one hospital's warehouse would declare an item short while it sat piled in another's, with no inter-hospital transfer mechanism. Medical equipment — ventilators, imaging units, monitors worth millions — had essentially no custody register: nobody knew precisely where a device was, who held it, or when its next service fell due, and sudden breakdowns shut whole rooms and disrupted patient care at critical moments.
The solution
We built centralized procurement receiving purchase requests from all three hospitals, consolidating them, and issuing unified volumes to suppliers, with a multi-level electronic approval cycle flowing through medical departments, the technical committee, and finance. Medical item coding was unified across the three stores and inter-store transfers activated, so one warehouse's surplus covers another's shortage within hours. Every medical device was registered as an asset with its number, location, and current custodian, tied to automatically triggered preventive maintenance orders and breakdown-triggered corrective ones, plus a complete historical record from receipt until retirement.
Implementation
The rollout took fifteen weeks, led by a joint committee of nursing, pharmacy, biomedical engineering, and finance. The first five went to unified medical item coding — work demanding consensus on names and units among doctors and pharmacists across all hospitals — then four weeks of full counts, migration, and asset registration with declared custodianships. The final six weeks activated the procurement and approval cycle, first at the flagship hospital then the other two, with ward nurses trained to request supplies from their own screens instead of papers carried by runners.
The outcome
Annual consolidated purchasing generated real negotiating power saving roughly a fifth of procurement value — redirected by the group into equipping a new outpatient clinic. The phenomenon of buying what sat in the neighboring hospital ended once all three stores' balances became visible to everyone and inter-store movement took hours. Critical equipment entered regular preventive maintenance, measurably reducing sudden breakdowns, and every device now carries a complete history presented at any regulatory inspection. The purchase-approval cycle moved from a week of paper shuttling to a few hours of electronic approvals.
Lasting impact
The group moved from fragmented repeated buying to unified annual supply contracts with approved suppliers at locked prices and delivery priorities, improving receipt quality and cutting returns. Departmental consumption reports became accepted inputs in hospital management discussions — every department now has its consumption number against its activity. And when a new expansion decision came, management found its ready foundation — unified coding, approved suppliers, a live asset register — cut fourth-hospital preparation time to a fraction of expectations.
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