Participation in hospital procurement and tendering is not just an operational requirement, but a key aspect of pharmaceutical companies’ market access strategy.
By engaging in public pharmaceutical procurement processes and tenders organised by national authorities, collaborative regions, and hospitals, companies ensure that their products are systematically reviewed by expert bodies such as national or hospital-level drug advisory committees. As the expert panel must review all medicines included in a tender, participation becomes a key opportunity to build and strengthen clinical awareness and familiarity of the product among decision-makers.
Monitoring and preparation are critical
Procurement timelines are fragmented and vary significantly across authorities and collaborative regions. This makes continuous monitoring of upcoming calls essential. Missing a single tender window can mean delayed access up to several years.
The process typically begins with a draft call for tenders, during which pharmaceutical companies are invited to provide their comments. This is followed by a presentation meeting or information session hosted by the contracting authorities. The final tender is then published in the local language, with submission deadlines usually set at around four weeks. Submissions are made via online platforms and are usually submitted in the local language. Success in this phase depends not only on compliance, but on preparation: aligning internal teams, anticipating requirements, and delivering high-quality submissions under tight timelines.
Evaluation criteria go beyond price
While price is often the most influential factor, tender requirements typically cover a broad range of product attributes, including pharmaceutical, logistical, patient safety, and environmental characteristics of the medicine. Following a comprehensive comparison of these factors, expert groups determine which products are selected for procurement.
This means companies must position their products holistically. Winning a tender is no longer about being the lowest-cost option—it is about demonstrating overall value in a structured and comparable way. Procurement contracts are typically concluded for a period of 1–3 years.
From procurement to partnership
Securing a place on a hospital procurement list marks the beginning of an operational partnership between the pharmaceutical company and the hospital pharmacy. Both parties must have designated contact persons who are able to communicate in the local language regarding various situations and queries concerning the medicine. Training and product support must also be provided in the local language, and some procurement authorities require various reports during the contract period.
Access outside tender cycles
One of the structural challenges in tender-driven systems is timing. If a new product becomes available outside an active procurement cycle, access may be delayed until the next tender. In these situations, effective and proactive communication with hospital pharmacies becomes of paramount importance.
Where there is clear clinical demand, it may be possible to agree on a fixed-term direct purchase with the hospital pharmacy. While not a substitute for tender inclusion, such agreements can provide an important pathway to earlier access.
Key Takeaways
- Participation in public pharmaceutical procurement tenders is a central pillar of Market Access
- Missing a tender window can significantly delay market entry, thus active and continuous tender monitoring is essential
- Tender participation increases awareness of the new medicine among clinical experts
- Thorough preparation and high-quality submissions in the required local language are critical
- Procurement marks the start of a partnership and communication requires local language capabilities
- Direct procurement contracts can offer targeted access between tender cycles
