All presentations from the panel discussion with Mogens Sehested (Chief Financiel Officer, Central Denmark Region), Per Grønbech (Chief Financiel Officer, Region of Southern Denmark), Christian Christensen (Chief Procurement Officer, Zealand Region), Jesper Allerup (Head of Unit, Research and Innovation, Capital Region of Denmark), and Kjeld Lisby (Chief Innovation Officer, North Denmark Region).

1. Value creation in the health sector
by innovative public procurement
Mogens Sehested Kristensen, CFO (Region of Southern Denmark)
Per Grønbech, CFO (Central Denmark Region)
Christian Christensen, Chief Procurement Officer (Zealand Region)
Jesper Allerup, Head of Department (Capital Region of Denmark)
Kjeld Lisby, Head of Innovation (University Hospital, North Denmark Region)

2. CFO
Mogens Sehested Kristensen

3. OUTCOME
COST
CFO’s scale =

4. OUTCOME
COST
• Product
• Behaviour
• Application of product
• Product design
• Workflow & process
• TCO (total cost of ownership)

5. What to do?
• Rethink the process:
– Early dialogue with market.
– Offer suppliers insight into the public domain
• Rethink selection and award criteria
• Allocation of risk

6. 6
Cases
• Completing: Psychiatric bed
– Product development.
• Coming up:
Regional procurement of interpretation services.
– Early dialogue with all stakeholders
– Development of new services and behaviours
based on known technologies

7. www.english.rm.dk
Per Grønbech, Chief Financial Officer
Central Denmark Region

8. Value creation
 Ease access to collaboration with private
companies on new solutions create value for
both patients, hospitals and private
companies.
 Procurement processes must be renewed if
they are to be effective

9. How ?
 Focus on challenges and user needs – functional requirements
 Initial dialogue with the market
 Competition between the best private companies
 From client-provider relationship to partnerships that create
common value
 Focus on total economy:
the cost of the solution – implementation cost – operational cost
 Be bold

10. Cases
Traceability and identification

11. Cases
Automatic 24-7 lab

12. Region Zealand
Chief Procurement Officer
Christian Christensen

13. Best value for money
Category management
- contract management
- satisfied demands

14. Save 2 billion DKK towards 2020:
Six strategic goals
1) Use the regions’ “buying power”
2) Services - in house or outsourced?
3) Integrate Procurement and Logistics
4) Standardize Category management
5) Digitalize Procurement
6) Develop Competencies

15. Innovative procurement
Normal tender process -> incremental innovations
New innovation partnership -> break through innovations?
New strategy and new processes creating value and saving money at
the same time

16. The Capital Region of Denmark
Unit for Research and Innovation
Jesper Allerup,
Head of Department

17. The Capital Region of Denmark
• Risk management is a key success
factor within the public procurement
of innovation
• An increasing focus on exploring new
methods and opportunities for
innovative public procurement is
essential
• Political and organizational
commitment to innovative public
procurement is crucial

18. The Capital Region of Denmark
CT Innovation Unit, The
Radiology Department, Herlev
and Gentofte Hospital
The unit was established in
May 2013 as a result of
Public-Private innovation
collaboration with Siemens
Healthcare

19. Kjeld Lisby,
Head of Innovation
(University Hospital, North Denmark Region)

20. Innovative Procurement
• A possibility for public organisations
to promote innovation and growth
– the new hospitals is one such possibility
Basic challenges:
• EU-law - actual innovative procurement processes and PPP is difficult
• A lack of a complete economic overview over the complete cost-benifits
(Costs are often in one part of the organisation and the benifits in another – the silo problem)
• Procurement from SMEs – capacity and security
• Dialogue on needs and posibilities between end user and procurement
office, user involvement in all phases.

21. Value creation
• Demands a new way of thinking when doing procurement
– and less focus on detailed control
• Demands that you are aware and can define your needs and wishes
• Demands that you pick either smaller areas or themes for innovative
procurement – or a complete service is politically selected as an area to be
developed through innovative procurement (service concept with Ccntrol on
celiveries and not processes)

22. Rehabiliation robot ”Robert”
A public – private innovation project (OPI) with the company LT Automation
Problem: getting enough volume on the number of repetitions in rehabilitation
without overworking the physiotherapist
”Robert” has been tested at the “Fremtidens Plejehjem” (Nursinghome of the
Future) in Aalborg.
Currently testing at Aalborg University Hospital
More information:
LT Automation
+45 8651 8880
+45 22 19 8880
jk@lt-automation.dk
www.lt-automation.dk
Gl Markedsvej 1
DK-9320 Hjallerup
Status:
LT Automation has recieved and order of 17 m
io DKK, employing technicians and project ma
nagers