The final draft of the centralized procurement of consumables in 24 provinces is here! The 8-billion-yuan suture market is undergoing a reshuffle

The final draft of the 24-province medical device centralized procurement has just been released, directly drawing the attention of medical device industry insiders to the "suture" - this nearly 8-billion-yuan market, which was previously the exclusive domain of multinational giants like Johnson & Johnson and Medtronic, is now not an exaggeration to call it a "small-scale national procurement" with its coverage scale and volume.

Compared with the previous draft for public comment, the final version hides three major changes, each of which is related to the "pockets" of enterprises. Today, let's break it down and talk about this "small country procuremen

The first change: The price ceiling "rises and falls", but the medical insurance bureau has firmly held the "foundation"

First, let's take a look at the procurement varieties for this centralized procurement: sutures, syringes (with needles), pump infusion sets, oxygen inhalation tubes, and vacuum blood collection tubes (including venous blood sample collection needles), totaling five types of medical consumables. The management category does not include the first type of products.

When it comes to centralized procurement, many people think that "centralized procurement = bargaining", but this time the medical insurance bureau has taken the opposite approach - raising the starting price for the two basic sewing lines!

Why? In fact, if you think it through, you'll understand: Sutures are like the "rice, flour, oil and grain" in the operating room. This essential product is used every day. If the supply is cut off, no one can take responsibility. If enterprises keep lowering prices without making profits, they won't be able to survive. In the end, it will still be the clinical departments and patients who suffer.

The move made by the medical insurance bureau is very clear: As long as you have a clinical necessity and high-quality basic payment, I will reserve a reasonable profit for you to ensure supply and stability.。

But don't get too excited too early. The premium for "additional features" has been severely cut. For instance, the "anti-puncture" function, which used to cost a considerable amount more, has seen its coefficient drop from 1.69 to 1.44 this time. However, the "antibacterial" function has risen from 1.28 to 1.39.

The logic here is: Your "innovation" should be useful to whom - antibacterial can reduce the postoperative infection rate of patients, which is a "life-saving value", and it is only right to pay more. Puncture prevention mainly protects doctors and is an "improvement in experience", which is important but takes a back position.

The second change: The pricing formula goes against the norm. It's better to be good at accounting than to dare to quote prices

The most revolutionary aspect of this centralized procurement is that the pricing is no longer about "the lowest wins", but rather "the most accurate wins".

The price you quoted is just the "bottom of the noodles". The final supply price should be adjusted as if calculating the "cost of beef noodles".

The final price = quoted price (surface and bottom) × technical factor (material A) × packaging factor (material B) × Wire diameter factor (material C)

For instance, the "hair-thin" sutures (10/0 and below) made for ophthalmology and neurosurgery have a craftsmanship difficulty comparable to making "dragon beard noodles", with the thread diameter coefficient directly set at 1.62-1.66. For large-packaged products, the packaging factor has also slightly increased.

In other words, in the past, winning a bid could be achieved simply by "daring to lower the price", but now one has to lie on the desk and act as an "actuary" - cramping every wire and every specification into the formula to calculate the price that "can both be served on the table and survive", and even a one-point difference could lead to elimination.

The third change: Blocking the "hidden door", the collusion of contract manufacturers to raise prices is completely unfeasible

In the past, there were always some enterprises playing "little tricks" : brand owner A would find a contract manufacturer B to produce for them, and then the two would pretend to have no relation and cooperate with each other to raise the price when bidding.

This final draft directly fills in the loophole: Contract manufacturing is also considered an "associated relationship". As long as it is a contract manufacturing cooperation, it is regarded as "one family", and only one price can be quoted.

The medical insurance bureau directly said, "Stop playing underhanded tricks. If you want to manipulate the winning bid price through 'clone tactics', there's no way out."

Conclusion: Winning the bid is just the beginning; the test has just come to an e

In today's centralized procurement, it is no longer the era when "signing a contract makes one a hero".

•You need to be able to "prove" : saying your product is good is of no use. You have to present the data in a down-to-earth way to prove "why your product is worth this price". Data is the hard currency.

•You need to be able to "withstand pressure" : After winning the bid, you have to supply goods stably to 24 provinces. This is an "extreme test" for the company's production, logistics and inventory. If you have a weak foundation, you won't be able to handle it at all.

•You need to understand the "rules" : The medical insurance bureau is no longer just a "bargain" purchaser. Now it's the "game rule designer" - it doesn't ask you "the minimum price", but presents the value formula: "Calculate how much you are worth and take the money you should get."

For enterprises, this 24-province centralized procurement is not "the Wolf is coming", but a "change of track" - previously competing on price, now competing on value, strength and refined operation. Only enterprises that can keep up with the rules can get a share of the real cake in the 8-billion-yuan market.