ST Comp Holdings
ST Comp Holdings
ERP
Hospital · ERP

Know what the case cost, not what the case was billed.

Wards, theatres, pharmacy and biomedical on one ledger — so consumption is attributed to the procedure that consumed it and cost per case stops being an estimate.

See the closePick your industry
Theatre consumptionToday's lists · Live
ListTheatreStatusCost per caseNext action
Orthopaedic · jointsOT 1ReconciledRM 18.4kNothing due
Cardiac · stentsOT 3Over kitRM 26.9kVariance raised
General surgeryOT 2ReconciledRM 4.1kNothing due
Day surgeryDSUIn progress—Closes at 18:00
ObstetricsOT 4WatchRM 6.8kKit review
EndoscopySuite 2ReconciledRM 2.3kScope service due

The close finishes on the fourth.

Not because anyone works faster, but because the postings happen as the work happens instead of being assembled from paper in the first week of the following month.

0working days, on a twelve-day month-end
  1. Day 01

    Cut-off, all stores counted

    Every location closes its own count. No store waits on another.

  2. Day 02

    Goods received not invoiced matched

    Receipts without invoices are found and accrued, not discovered in March.

  3. Day 03

    Accruals and prepayments posted

    Standing entries post themselves against the schedule they were set on.

  4. Day 04

    Departmental P&Ls issued

    Every head of department gets their own numbers the same morning.

Day 05Review, then nothing.·Days 06 to 12 stop being month-end at all.

On this system4 days
Assembling it by hand12 days

Both runs are drawn on the same twelve days, so the gap between them is the thing you get back — eight working days a month, every month.

What hospital operations actually run.

Consumables per procedure, theatre kits, ward stock and a cost per case you can defend.

  1. 01

    Ward and theatre stock

    Every ward, theatre and store counted as its own location, with issues attributed to the case rather than absorbed into an overhead.

  2. 02

    Implant and lot traceability

    High-value implants and devices tracked by lot to the patient episode, which is what a recall requires and an auditor asks for.

  3. 03

    Theatre kit management

    Preference cards and procedure kits defined once, picked as a set, and reconciled after the list so what was opened is what was charged.

  4. 04

    Pharmacy formulary

    Formulary control, ward imprest levels and controlled substances held to the standard the licence requires.

  5. 05

    Biomedical assets

    Equipment registered with service intervals, calibration dates and downtime, so a device out of certification cannot be quietly used.

  6. 06

    Cost per case

    Consumables, implants, drugs and theatre time assembled per procedure, so case mix is managed on real numbers.

How the numbers get there.

Four steps, each of them a posting rather than a report someone writes afterwards.

  1. 01

    Define the kit

    Preference cards and procedure kits are set once with the surgical teams, so a list is picked as a set rather than item by item.

  2. 02

    Attribute at the point of use

    What is opened in theatre is recorded against the case, which is the only moment the attribution is accurate.

  3. 03

    Trace the lot

    Implants and devices are held by lot against the episode, so a recall is a query rather than an investigation.

  4. 04

    Cost the case

    Consumables, drugs, implants and theatre time assemble into a cost per case the finance and clinical sides both accept.

of implants traceable to the episode
100%

of implants traceable to the episode

consumable waste in theatre
−31%

consumable waste in theatre

cost per case, agreed by both sides
1

cost per case, agreed by both sides

Targets the system is built to hit, not results measured at a named client.

The same ERP, built for the other five.

Each build has its own stores, cost model and compliance surface. Move between them here.

The rest of the platform, for hospital.

Three products on one data model and one vertical taxonomy. The industry you picked here is the industry you get there.

CRMEvery enquiry answered in seconds and written to a customer record.CRM for Hospital
SRMSuppliers scored, certificates current, POs and invoices matched.SRM for Hospital

Hospital ERP, answered.

The questions this industry asks before anyone signs anything.

No. Clinical records stay where they are. The ERP owns the resource side — stock, consumables, purchasing, assets and cost — and takes the episode identifier from your clinical system so consumption can be attributed to a case.

See it running on hospital numbers.

Tell us how stock, purchasing and month-end work for you today. We will show you the build that fits, with your own operation in front of you.

Talk it throughStart a project