Hospitals

In the hospital, purchases are mainly a tender regime: multi-month contracts, utilization thresholds, MOQ/MPQ and annexes — in addition to urgent clinical situations (CITO), which are expensive and limited. At the same time, it is necessary to estimate the volume well over the years and respond to the variability of demand (infectious season, treatment lists, drug programs) and supply (delays, shortages, variable lead time). In practice, teams run dozens of contracts in parallel; without a forecasting and monitoring tool, it is easy to oversize the contract (frozen budget) or underestimate (emergency, expensive referrals and risk of interruptions in therapy), discovering the problem too late.

Nadii coordinates the entire cycle of “tender → implementation → adjustments” with a single decision logic. At the preparation stage, we model demand and supply scenarios with probabilities and recommend volumes in such a way that, with the required availability, the total cost (maintenance of stock, shortages, transportation) is minimized. The system takes into account the specifics of the hospital: thresholds and deadlines, MOQ/MPQ and logistic round-ups, cold storage and FEFO, expiration dates, therapeutic rules and replacements, and alternative paths, including CITO. We also manage the complexity of the assortment: we aggregate consumption at the level of groups/families (e.g. gloves of different sizes), replacements or different doses/characters, so that planning is based on stable consolidated demand and not on whimsical movements of individual SKUs — with releases we automatically break them down into specific items.

In the implementation, we monitor the use of contracts in relation to thresholds and deadlines on an ongoing basis, giving early warnings: too fast a rate of consumption suggests an annex, too slow - the risk of penalties and an impulse to renegotiate. Before launching the expensive emergency purchase of CITO, Nadii checks the possibilities of transfers between pharmacies/branches, reservations for procedures and safe replacements; if CITO is necessary, we shorten the path of acceptance and select a supplier at total cost and term risk. Autoreplenishment (automatic replenishment) for branch pharmacies, release schedules smoothing “peaks” and integrations with HIS/ERP/WMS reduce manual labor and “chasing” for contract status. All in one dashboard — with the genesis of the result and the audit trail — so decisions are predictable, coordinated and within budget.

What you gain:

• Less CITO and remittances, because you plan contracts better and see deviations earlier.
  
• Stable availability of products without excessive “freezing” of capital in high-cost drugs.
  
• Lower risk of penalties with alerts on thresholds and deadlines and proposals for annexations/renegotiations.
  
• Transparency for management and audit: a single source of data, the genesis of decisions and the impact on P&L and cash flow.
• ‍Team time spent on medicine, not worksheets, because Nadii automates monitoring and ordering.

One SKU is a whole set of clinical-logistic decisions in a hospital: different dosages and forms (ampoules, vials, tablets, solutions), different series and batches with expiration dates, refrigeration requirements and regimens for controlled drugs. When one form is missing, demand “shifts” to others (e.g. second dose, different route of administration), which easily leads to duplicate collateral and freezing of capital — while FEFO and the need for full tracking are still running in the background.

Nadii organizes the assortment “from general to detail” and conducts it in a systemic way: statuses (e.g. active/usable/ordered/discontinued) and life cycle (ramp-up → season → ramp-down) are maintained per SKU and per location. As a result, procurement policies, reporting and alerts automatically adapt to the life stage and importance of the item.
In parallel, the system maintains a “substitutability map” — substitution rules consistent with therapeutic guidelines (form/dose/ATC). Expiration and cold storage sensitive items are kept in advance: FEFO in the release schedule, “last day of order”, early risk signals, and when necessary - proposals for transfers between pharmacies instead of disposal. Where warranted, Nadii prompts controlled extinguishing.
The whole thing revolves around cost-probabilistic logic: demand and supply forecasts (lead times, supplier service level) are learned and updated over time, and “how much and when” decisions weigh the risk of shortages, cost of excess, cold storage requirements and release capacity. The effect is less manual “juggling” with the drug list and decisions documented by the audit trail.

What you gain:

• Less overdue and “dead” inventory thanks to early signals, FEFOs and transfers instead of disposal.
  
• Continuity of therapy with less “depth” of storage — smart substitutions maintain service without duplicating inventory.
• Lower cost of storage and cold storage and better rotation of critical items.
• Less manual work and full compliance/auditability of decisions (series, batches, substitute rules) in one place.

Oncological therapies and other high-cost drugs “live” on the patient's calendar: cycles, shifts in deadlines, changes in schemes. Every failed order is frozen capital, risk of overdue dates (often in the cold store) and — in the worst case scenario — deferred applications. Added to this are drug program rules, limited application windows and periodic shortages at providers. Maintaining the continuity of therapy without duplicating inventory and without emergency purchases is sometimes beyond the strength of teams operating manually.
Nadii combines appointment schedules and therapy schedules with demand and supply forecasting (probabilistic lead times, provider service levels) and carries out planning at the “case” level: booking medications for a specific patient/procedure, keeping an eye on the “last day of order” and minimum buffers. FEFO and refrigeration requirements are built into the plan for releases and shifts between pharmacies, with early signals of risk of overdue and a proposal for transfers instead of disposal.
The system selects package sizes and delivery rates to reduce waste and unnecessary stock “depths”; suggests clinically acceptable replacements in the event of shortages and, before ordering an emergency purchase, looks for availability on the network (central pharmacy and branch pharmacies). The whole works in dedicated forecasting and procurement modules, with alerts “early — not after the fact” and full auditability of decisions.

What you gain:

• Less frozen capital and overdue with patient bookings, FEFOs and early alerts.
  
• Fewer cancellations/deferred applications — continuity of therapy without CITO and without doubling of reserves.
• Budget predictability: What-if scenarios for therapy cycles and delivery times show the impact on P&L and cash-flow.
• Less manual work: automated orders and audit trail of decisions in one place.

Refund letters, reference prices, entry into the market of generics/biosimilars, patent extinguishment and annexes to contracts can change the calculation of “what, when and how much” in a few days. It is necessary to reconcile clinical requirements with the economics of therapy and procurement rules. Manually adjusting suppliers, prices, buffers, order frequencies, and even “old price” inventory write-offs — with hundreds of SKUs and multiple branches — ends up overpaying, delayed switching, and write-offs (losses).

Nadii maintains purchase-therapeutic policies as rules that automatically adapt to new refunds, prices and contract terms. Based on Smart Buying scenarios, we evaluate total cost (price and discounts, cold storage and transportation costs, MOQ/MPQ, service risk) and we choose the optimal source. In parallel, we update the order parameters on an ongoing basis: supplier/source, prices, rhythm and lot sizes (with logistic rounding), buffer levels and reservations.

When patent protection expires and cheaper counterparts enter the market, Nadii makes a controlled switch: she plans to gradually reduce purchases of the original (ramp-down) and increase the share of generics/biosimilars (ramp-up), while preparing a plan to get off the expensive stock in the logic of FEFO (first to release - shortest term). The system proposes transfers between locations to take advantage of the stock where it rotates and avoid write-offs, and adjusts the frequency and volume of deliveries (MOQ/MPQ) for new price and service conditions. Drug formularies and substitution rules are synchronized with clinical guidelines so that switching is consistent with therapeutic practice.

We signal changes in advance - we show the expected impact on the budget and the proposed adjustment (source, prices, rhythm and volumes of supply) even before the new regulations come into force. The whole thing works coherently in the area of orders and current replenishment of stocks at the level of the central pharmacy and branch pharmacies, with a full chain of justifications and audit trail every decision.

What you gain:

• Fast adaptation without manual recalculations — policies and parameters update themselves when refunds or contracts change.
  
• Lower cost of therapy and purchases by switching to the most favorable source and “what-if” simulations.
  
• Less write-offs after price changes/patents — controlled extinguishing and transfers instead of disposal.
• Compliance and transparency — replacement rules and purchasing decisions are auditable “from position to patient”.
• ‍Predictable impact on P&L and cash flow with current budget scenarios.

The hospital operates “here and now”: short delivery times, admission windows, cold storage and controlled medications. The market can be capricious — allocations, limits, pending orders due to lack of goods, sudden shortages, variable supplier service. When one item “sits down,” demand jumps to replacements or other doses/characters and deregulates the plan. Without a tool that sees risk on the supply side and can take advantage of what is already on the network, this ends up with ad hoc purchases, empty shelves in the wrong place and surpluses in another.

Nadii combines demand forecasting with supply probability (lead time distributions, service levels, risk of orders going into a pending status) and translates it into concrete actions. The system automatically sets dynamic buffers depending on the provider's risk and the clinical criticality of a given item. Before ordering a purchase, he balances the network: he proposes shifts between the central pharmacy and the branches (and in the group — between establishments), always in accordance with the FEFO and the requirements of the cold store. When a deficiency is unavoidable, it plans allocation according to clinical priority and schedule of administration to maintain continuity of therapy where it matters most. It generates orders “head-on”: consolidates them into full logistics units, takes into account MOQ/MPQ and possible distribution of supplies, can also switch to an alternative source/channel; CITO mode only starts when there is really no other way. Finally, it smoothes operations: arranges reception and release schedules so as not to overload the pharmacy and internal transport, keeps track of pending orders and sets realistic for everyone delivery window (ETA) — not a single date, but a time interval based on the history of delays, current confirmations and carrier tracking. After receiving the goods, the system automatically resumes scheduled replenishment in accordance with the applicable policy, without additional user actions

What you gain:

• Fewer shortages “along the way” and more secure deadlinesbecause you use your own resources before you buy and see the risk of delivery beforehand.
  
• Lower unit cost thanks to the consolidation of orders, fewer couriers “on the go” and better use of cold storage.
• More stable operation of the pharmacy and branches — less peaks, less firefighting.
• ‍Less capital in stock while maintaining the availability of critical positions.

In the morning of admission, at noon of preparation for procedures, in the evening replenishment of shifts - most departments order and pick up in the same time windows. This accumulates orders in the pharmacy, clogs up picking and internal transport, and nurses and doctors keep an eye on “is he already going?” Instead of being with patients. Added to this are FEFO requirements, cold storage, controlled medications with full tracking, returns after discharge and emergency needs (statims, emergency admissions). No consistent release plan/additions, local min—max levels in branches they quickly become too high or too low, and the work turns into generating surpluses and incessant calls.

Nadii arranges internal logistics to evenly distribute work and rotate inventory according to FEFO. The “supply” plan of branch pharmacies adjusts the level of service to the profile of the department (SOR/ICU vs. planned wards) and to the schedules of treatments and applications. Orders are combined in picking waves to full logistics units, which limits the number of courses and time spent “in stock”. Autoreplenishment calculates pairs and buffers from real consumption (taking into account seasonality and shifts to substitutes), and when the risk of shortage arises, the system proposes shifts between branches in advance.

In the release plan, Nadia enforces FEFO and refrigeration requirements, conducts full batch/batch tracking and handover chain for controlled drugs. It handles negative returns and expenses, indicating what can safely go back into circulation and where it will wear out most quickly to avoid write-offs. Staff see the estimated delivery time “to the patient's bed” — what's in picking, what's on the way, what's waiting to be picked up — and alarms only pop up where intervention makes sense.

What you gain:

• Fewer peaks and overtime in the pharmacy; foreseeable load of changes and internal transport.
  
• Time for clinical teams — less phone calls and running for supplies, more with the patient.
  
• Lower operating costs: fewer “empty” courses, picking up to full units, better use of cold storage.
• Less write-offs with consistent FEFO, reasonable pairings on branches, and smart shifts instead of disposal.
• ‍Compatibility and tracking — batches, controlled drugs and returns under full audit.

The pharmacy looks at FEFO, temperatures and compliance, purchases — contracts and budget, branches and operations block — completeness and delivery time, control/finance — at the cost of therapy and cash flow. Everyone has different KPIs and their own reports, so it is difficult to agree on priorities “for today”: where did the shortage come from, why the stock increased, why did the CITO go, whether the application deadlines are safe. As a result, Excele, telephones and ad-hoc decisions without documentation multiply” and the picture of the situation varies from department to department.

Nadii organizes decisions in a single, common desktop. Shows genesis of the result (demand/supply forecast, supplier delays and service levels, tender utilization and thresholds, cold storage/FEFO restrictions, reservation conflicts for treatments) and impact on cost (lost benefits, cost of excess and write-offs, transport/operations, cash). Instead of a “flood of data” you get a list actions to be carried out: what to order/move, which bookings to correct, where to change the source/rhythms of supply. Every change has full audit trail (who, when, why), and roles and permissions adjust the view to the recipient: management sees the macro picture, head and nurse — application status/ETA “to bed”, pharmacy - picking and batches/batches, purchasing - execution of contracts, controlling - budget impact. Data and decisions can automatically go to BI/Data Lake, so as not to duplicate reporting.

What you gain:

• One source data from pharmacy to board: same facts, same definitions of KPIs.
  
• Faster, consistent decisions across departments — less variety of Excel files, clear clinical priorities.
  
• Coordination with finances: current impact of the decision on P&L, visible trade-off (e.g. +1% availability vs. extra week of coverage)
  
• Fewer reports, more action — one dashboard + task list with responsible and due dates.
• Compliance and control — tracking of lots, reservations, policy changes and quick response to the audit.