Health and wellness

The hospital sector's recovery clashes with the compartmentalisation of organisations and with the difficulty in implementing the deep changes that have been imposed

The numerous changes that occur simultaneously in the health sector have affected the financial balance of health centres:

  • Evolution of finance,
  •   Evolution of the treatment and care offering
  •    Reducing the number of hospital beds to benefit an increased number of outpatients
  • Increasingly stringent legal obligations, etc.


The changes initiated are beginning to bear fruit, but at a rate that does not make it possible to reach the targets within the deadlines. These are different in nature and, therefore, require a tailored approach to be able to address the major challenges, such as:

  • How to buy and from which suppliers, or with which purchasing centres, should we sign contracts? How to achieve profits with purchasing through a vision based on overall cost?
  • How to create and maintain synergies between doctors and buyers?
  •   How to integrate technical innovations within the logistics value chain?

The need to control costs at health centres or, for some of them, the need to return to equilibrium, requires a transformation of the organisations and a search for synergies between the support services and the care and assistance services. This change is conditioned by the importance of guaranteeing an impeccable service for patients from start to finish. The compartmentalisation of hospital services would yield significant improvements in performance and, at the same time, facilitate change management.

KLB Group supports you in implementing your transformation projects and operational projects


Since 1998, KLB Group has supported its clients in the health and wellness industry in their transformation projects and in the implementation of their operational projects, with special emphasis on purchasing, hospital logistics, production and finance.

KLB acts as a facilitator in the decompartmentalisation of hospital services (administrative, technical and care) through collaborative actions that make it possible, in turn, to assist the managers in their administrative role and ensure the involvement of the support services, treatment and care services, the medical staff and social partners.
A cross-cutting approach by service line that facilitates interfacing, increases profit potential, makes it possible to apply indicators and perform more appropriate monitoring.

Support in the transformation of activities to redefine your contribution and your interfaces (service agreements) by rethinking your organisation and its operations.

Project examples


Operations Management & transformation
Phare Programme / Plan for cost reduction from
identification of benefits to implementation
Restructuring of the value chain from prescription to dispensing
Supply Definition and implementation of service lines
Investments Rationalisation of references and stocks
Purchasing projects Definition of recipient organisation (treatment and care service and support services)
Supplier risk management Restructuring of hospital flows, while respecting the "way forward"
Monitoring of outsourcing Optimisation of HR.
  Support in the control of information systems
  Skills development
  Creation of shared-services centres


For each project we mobilise the entire set of experiences, knowledge, methods and tools of KLB Group.

The combination of skills and know-how is suited to each of the challenges.

Our speed of intervention, our expertise in the industry, our experts, our methods and our business model allow our customers to obtain a return on their investment in the short term.

For more information in this sense: