Hospitals

Hospital purchasing is largely governed by tenders: multi-month or multi-year contracts, utilization thresholds, MOQ/MPQ constraints and contract amendments — alongside urgent clinical situations handled through CITO, which are expensive and limited. Teams must estimate volumes far in advance while responding to changing demand from infection seasons, procedure schedules and drug programs, as well as changing supply caused by delays, shortages and variable lead times. In practice, dozens of contracts may run in parallel. Without forecasting and monitoring, it is easy to oversize a contract and tie up budget, or undersize it and end up with expensive emergency top-ups and a risk of treatment disruption.

Nadii coordinates the full cycle — tender → execution → adjustment — using one decision logic. During preparation, it models probabilistic demand and supply scenarios and recommends volumes that minimize total cost while maintaining the required availability. The model includes hospital-specific constraints: thresholds and deadlines, MOQ/MPQ and logistical rounding, cold-chain requirements, FEFO, expiry dates, therapeutic substitution rules and alternative supply paths including CITO.

Nadii also helps manage assortment complexity by aggregating consumption at the level of groups or families — for example gloves in different sizes, therapeutic substitutes, or different doses and forms — so planning can use a more stable consolidated demand signal instead of the erratic behavior of individual SKUs. When products are dispensed, demand can still be translated back into the specific items required.

During contract execution, the system continuously compares utilization with thresholds and deadlines and provides early warnings: consumption that is too fast may point to the need for an amendment, while consumption that is too slow may indicate penalty risk or a need to renegotiate. Before triggering an expensive CITO purchase, Nadii checks transfers between pharmacies or wards, reservations for procedures and safe substitutes. If CITO is necessary, it can streamline approval and select the supplier based on total cost and delivery risk. Automated replenishment to ward pharmacies, smoother release schedules and integrations with HIS, ERP and WMS reduce manual work and the need to chase contract status.

What you gain:

• Fewer CITO purchases and emergency top-ups because contracts are planned better and deviations are identified earlier.
• Stable product availability without unnecessarily tying up capital in high-cost medicines.
• Lower penalty risk through early alerts on utilization thresholds and deadlines, with support for amendments or renegotiation.
• Transparency for management and audit through one source of truth, clear decision rationale and visibility into the impact on P&L and cash flow.
• More team time for clinical work, not spreadsheets because Nadii automates monitoring and ordering.

One medicine can involve an entire set of clinical and logistical decisions: different strengths and dosage forms such as ampoules, vials, tablets or solutions; different batches and expiry dates; cold-chain requirements; and specific controls for regulated medicines. When one form becomes unavailable, demand may shift to another strength, form or route of administration. Without a structured approach, hospitals often protect themselves by duplicating stock — tying up capital while still having to manage FEFO and full traceability.

Nadii structures the assortment from portfolio level down to the individual SKU. Statuses such as active, use-up, order-on-demand or discontinued, together with lifecycle stages from ramp-up through in-season use to ramp-down, are managed by SKU and location. Ordering policies, reporting and alerts can therefore adapt automatically to the item's lifecycle stage and clinical importance.

At the same time, the system maintains a substitution map based on approved therapeutic rules, including form, strength and ATC relationships. Shelf-life- and cold-chain-sensitive items are managed proactively through FEFO-based dispensing plans, the last safe order date, early expiry-risk signals and transfer proposals between pharmacies instead of disposal. Where appropriate, Nadii can also support controlled phase-out.

The entire process is driven by cost-probabilistic logic. Demand and supply forecasts — including lead-time distributions and supplier service levels — are continuously updated, while order decisions balance shortage risk, excess-inventory cost, cold-chain constraints and dispensing capacity. The result is less manual juggling of medicine lists and a fully traceable decision process.

What you gain:

• Fewer expiries and less dead stock through early warnings, FEFO and transfers instead of disposal.
• Continuity of therapy with less inventory depth because smart substitution protects service without duplicating stock unnecessarily.
• Lower storage and cold-chain costs and better rotation of critical items.
• Less manual work and stronger auditability for batches, lots and substitution rules in one place.

Oncology therapies and other high-cost medicines follow the patient's calendar: treatment cycles, rescheduled visits and changes in therapy protocols. A mistimed order can mean tied-up capital, expiry risk — often under cold-chain conditions — or, in the worst case, a postponed administration. Drug-program rules, limited administration windows and periodic supplier shortages add another layer of complexity. Maintaining continuity of therapy without duplicating stock or resorting to emergency purchasing is extremely difficult to manage manually.

Nadii connects appointment schedules and treatment protocols with demand and supply forecasts, including probabilistic lead times and supplier service levels. Planning can then be managed at case level: medicines are reserved for a specific patient or procedure, the last safe order date is monitored and minimum buffers are maintained where justified. FEFO and cold-chain constraints are built into dispensing and transfer plans, with early warnings of expiry risk and proposals to move stock between pharmacies instead of writing it off.

The system also optimizes pack sizes and delivery cadence to reduce waste and unnecessary inventory depth. In the event of shortages, it can suggest clinically approved substitutes and search the existing network — central pharmacy and ward pharmacies — before triggering an emergency purchase. Dedicated forecasting and ordering workflows provide early alerts and a complete audit trail.

What you gain:

• Less capital tied up and fewer expiries through patient-level reservations, FEFO and early warnings.
• Fewer delayed or cancelled administrations — continuity of therapy without unnecessary CITO purchases or duplicated reserves.
• More predictable budgets through what-if scenarios for treatment cycles and delivery dates, with visibility into P&L and cash-flow impact.
• Less manual work through automated ordering and a complete decision trail.

Reimbursement lists, reference prices, the entry of generics and biosimilars, patent expiry and contract amendments can change the economics of what to buy, when and in what quantity within days. Hospitals have to reconcile clinical requirements with treatment economics and purchasing rules. Manually updating suppliers, prices, buffers and order frequencies — while also running down inventory bought under previous price conditions — across hundreds of SKUs and multiple wards can lead to overpayment, delayed switching and avoidable write-offs.

Nadii manages purchasing and therapeutic policies as rules that adapt automatically to new reimbursement conditions, prices and contract terms. Smart Buying scenarios evaluate total cost — price and discounts, cold-chain and transport costs, MOQ/MPQ and supplier service risk — to identify the most economical source. At the same time, the system updates supplier or source, prices, ordering cadence, lot sizes with logistical rounding, buffer levels and reservations.

When patent protection expires and lower-cost alternatives enter the market, Nadii supports a controlled transition: purchases of the originator can be reduced through ramp-down while generics or biosimilars ramp up. At the same time, the system plans the run-down of more expensive existing inventory according to FEFO, proposes transfers to locations where stock will be used faster, and adjusts delivery frequency and quantities to the new price and service conditions. Formularies and substitution rules can be aligned with clinical guidelines so the transition remains consistent with therapeutic practice.

Changes are signaled in advance. The system can show the expected budget impact and propose adjustments to source, price, cadence and order quantity before new conditions take effect. The same logic then carries through to day-to-day ordering and replenishment at central and ward-pharmacy level, with a complete rationale and audit trail for every decision.

What you gain:

• Fast adaptation without manual recalculation as policies and parameters respond to reimbursement or contract changes.
• Lower treatment and purchasing costs through source optimization and what-if simulations.
• Fewer write-offs after price or patent changes through controlled ramp-down and transfers instead of disposal.
• Compliance and transparency because substitution rules and purchasing decisions remain auditable from item to patient.
• More predictable P&L and cash flow through continuously updated budget scenarios.

Hospitals operate in the here and now: short lead times, receiving windows, cold-chain requirements and controlled medicines. Supply can still be unpredictable — allocations, limits, backorders, sudden shortages and variable supplier reliability. When one item becomes unavailable, demand can shift immediately to substitutes or other strengths and forms, disrupting the plan. Without a system that understands supply risk and can use inventory already available across the network, the result is often ad-hoc purchasing, shortages in one location and excess stock in another.

Nadii combines demand forecasting with probabilistic supply models based on lead-time distributions, supplier service levels and the risk of orders becoming backordered. It translates that uncertainty into concrete actions. Dynamic buffers are adjusted to supplier risk and the clinical criticality of each item. Before placing a new purchase order, the system balances the network and proposes transfers between the central pharmacy and ward pharmacies — or between hospitals in a group — while respecting FEFO and cold-chain requirements.

If a shortage is unavoidable, Nadii can allocate stock according to clinical priority and the schedule of administrations, protecting continuity of therapy where it matters most. Orders are consolidated into full logistics units, with MOQ/MPQ, split deliveries and alternative sources taken into account. CITO is used only when there is no better option.

The system also smooths operations by scheduling receiving and dispensing so the pharmacy and internal transport are not overloaded. It tracks backorders and provides a realistic delivery window (ETA) — not just a single date, but a range based on historical delays, current confirmations and carrier tracking. Once stock is received, planned replenishment can resume automatically under the active policy without extra user intervention.

What you gain:

• Fewer shortages in the network and more reliable delivery expectations because existing inventory is used before new purchases and supply risk is visible earlier.
• Lower unit costs through order consolidation, fewer emergency couriers and better use of cold-chain capacity.
• More stable pharmacy and ward operations with fewer workload peaks and less firefighting.
• Less capital tied up in inventory while preserving availability of clinically critical items.

Morning admissions, midday preparation for procedures and evening shift replenishment often push many wards into the same ordering and collection windows. That concentrates requests in the pharmacy, overloads picking and internal transport, and leaves nurses and physicians checking whether supplies are already on the way instead of focusing on patients. FEFO, cold-chain requirements, controlled medicines with full traceability, returns after discharge and urgent STAT needs add further complexity. Without a coherent dispensing and replenishment plan, local min–max or par levels on wards quickly become too high or too low, creating excess stock in some places and endless calls in others.

Nadii organizes internal logistics to spread workload more evenly and rotate inventory according to FEFO. Replenishment policies for ward pharmacies are adapted to the profile of each unit — for example ER or ICU versus planned-care wards — and to procedure and administration schedules. Requests can be grouped into picking waves and full logistics units, reducing the number of internal trips and the time spent handling stock. Automated replenishment recalculates par levels and buffers from actual consumption, including seasonality and shifts toward substitutes; when shortage risk appears, the system can propose transfers between wards in advance.

Within the dispensing plan, Nadii enforces FEFO and cold-chain requirements, maintains batch and lot traceability and supports the chain of custody for controlled medicines. It manages returns and corrections, showing what can safely return to circulation and where it is most likely to be used before expiry. Staff can see an estimated delivery status all the way to the bedside — what is being picked, what is in transit and what is waiting for collection — with alerts only where intervention is genuinely required.

What you gain:

• Fewer workload peaks and less overtime in the pharmacy, with more predictable internal transport.
• More time for clinical teams — fewer calls and less chasing supplies, more time with patients.
• Lower operating costs through fewer empty trips, more efficient picking and better use of cold-chain capacity.
• Fewer write-offs through consistent FEFO, better ward-level par settings and intelligent transfers instead of disposal.
• Compliance and traceability for lots, controlled medicines and returns under a complete audit trail.

The pharmacy focuses on FEFO, temperature and compliance; purchasing focuses on contracts and budget; wards and the operating theatre focus on completeness and delivery times; controlling and finance focus on treatment cost and cash flow. Each team has its own KPIs and reports, making it difficult to agree on today's priorities: where did the shortage come from, why did inventory rise, why was CITO required, and are upcoming administrations protected? The result is often multiple Excel files, phone calls and ad-hoc decisions with incomplete documentation.

Nadii brings these decisions into one shared dashboard. It explains the drivers behind the result — demand and supply forecasts, supplier delays and service levels, tender utilization and thresholds, cold-chain and FEFO constraints, and conflicts between reservations for procedures — together with the financial impact: lost treatments, excess-inventory and write-off cost, transport and operating costs, and cash. Instead of a flood of data, teams receive a concrete action list: what to order or transfer, which reservations to adjust, and where to change the source or delivery cadence.

Every change has a complete audit trail showing who changed what, when and why. Roles and permissions tailor the view to the user: management sees the macro picture; clinicians see administration status and ETA to the ward or bedside; pharmacy teams see picking, lots and batches; purchasing sees contract execution; and controlling sees budget impact. Data and decisions can also flow automatically into BI or a Data Lake rather than being reported twice.

What you gain:

• One source of truth from pharmacy to management, with the same facts and KPI definitions.
• Faster, more consistent decisions across departments with fewer parallel spreadsheets and clearer clinical priorities.
• Better coordination with finance through continuous visibility into P&L and explicit trade-offs such as +1% availability versus another week of coverage.
• Fewer reports and more action through one dashboard and a concrete task list.
• Compliance and control through traceability of batches, reservations and policy changes, with faster responses to audit requests.