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The average hospital wastes millions of dollars in inventory each year. Equally costly is shortage, which can delay procedures and turn patients away. The problems of waste and shortage both stem from a pervasive lack of data, visibility, and control over care-critical supplies as they move through The Clinical Supply Lifecycle™. Overcoming these challenges and unlocking the value trapped in the clinical supply chain requires a dynamic, data-driven solution.
Genesis Inventory provides complete visibility and control over care-critical supplies from the supplier to the patient bedside. Capable of managing the full diversity of clinical inventory, from the lowest cost consumable to the highest cost implant, Genesis Inventory represents a paradigm shift in supply chain management within the hospital. By measuring utilization and consumption across sites and service lines, the solution empowers hospitals to quantify waste and shortage and predict demand for the very first time.
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Many care-critical supplies, one value-driven solution.
With robust utilization data spanning sites and service lines, clinical and supply chain leadership can finally quantify waste and shortage, and accurately predict future demand.
Supply chain leaders can clearly define maximum and minimum stock thresholds by item, spot spiking orders, and automate requisition while accounting for supplier turnaround times.
Equipped with clinical traceability on supply location and utilization, supply chain leaders can automate recall and expiry management to enhance patient safety.
The first thing we wanted to achieve through Genesis was to address the visibility of our stock in [operating rooms] and on the wards. Inaccurate understanding of our stock was hindering our purchasing decisions, overloading our limited space, and taking up clinicians’ time. It could affect patient safety, because stock unavailability can lead to delayed or cancelled operations.– Pete Sewell | Head of Supply Chain, University Hospitals Plymouth NHS Trust
The first thing we wanted to achieve through Genesis was to address the visibility of our stock in [operating rooms] and on the wards. Inaccurate understanding of our stock was hindering our purchasing decisions, overloading our limited space, and taking up clinicians’ time. It could affect patient safety, because stock unavailability can lead to delayed or cancelled operations.
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