ERP-System im Gesundheitswesen

The contract duration is a minimum of 5 years.

The implementation of the ERP system must be completed by December 31, 2027, to enable productive use.

Key milestones and phases include:

• An kick-off workshop immediately after the contract award.
• The creation of a detailed specification document (Pflichtenheft) following contract award. This document will include a project implementation concept with a timeline (Stufenplan mit Zeitleiste).
• Project work, installation, and commissioning until successful acceptance.
• Data migration and data validation.
• Provision of complete documentation by the commissioning date.

The contract start date is not explicitly stated as a fixed date, but the award is expected around January 5, 2027, and the implementation period is to begin after the binding period expires. The end date is not explicitly stated but is implicitly 5 years after the unspecified start date.

The core scope of work for this tender involves the successful implementation of an ERP solution. Key aspects include project management, with the contractor providing an experienced project manager and an administrative contact. An initial kick-off workshop will be held to define responsibilities and establish a shared project understanding.

A central deliverable is the "Pflichtenheft" (requirements specification), which serves as a contractually binding, detailed specification for configuring the proposed solution. This document must outline the target state, define interfaces and responsibilities, and complement the EVB-IT system contract. The "Pflichtenheft" will include a management summary, project goals, purpose, initial situation, a concept for project implementation (including a timeline, big-bang or phased introduction, and test environment), functional and non-functional requirements, framework conditions (such as schedule, technical requirements, client cooperation, and quality assurance), a data migration concept (including data cleansing), a training concept (tiered by skill level), and a documentation and backup/disaster recovery strategy. It will also specify delivery and acceptance conditions, including acceptance criteria and meaningful partial acceptance milestones.

The contractor is responsible for the successful completion of the entire project, encompassing all necessary project work through to successful commissioning and acceptance, excluding any client-provided items.

Specific functional areas within the scope of work include:

• Contract Partner Management: Centralized management of various contract types (e.g., framework, call-off, service, rental contracts) with unique identifiers and versioning. This includes assigning contracts to partners, articles, or assortments, managing contract terms, automatic renewals, notice periods, and monitoring deadlines. It also covers tracking conditions per contract, revision-proof storage of contract documents with access control, role-based authorization concepts, and alerts for deviations in agreed-upon quantities or values.
• Sales Partner and Third-Party House Delivery: Management of different partner roles (e.g., supplier, vendor, sales partner, internal), including specific price lists and invoicing/printing profiles for sales partners and third-party houses.
• Document Control and Quality Management: Features for revision-proof logging (audit trail) of document creation, changes, approvals, and archiving. It also includes search and retrieval functionalities based on document attributes and full-text search with role-based access, as well as warnings or blocks for expired or missing mandatory proofs and supplier evaluation/qualification.
• Financial Accounting: Core functionalities and user interface, ensuring unique user identification, client and booking circle-specific rights, differentiation of rights for activities like reading, writing, and cancelling, support for Active Directory, and standard reporting (e.g., balance sheet, profit and loss statement, business analysis) with KHBV/PBV structuring.
• Cost Accounting: Capabilities for creating cost centers per booking circle and cost types, establishing different hierarchies for cost types, conducting completeness checks, defining how revenues are booked to cost centers, real-time cost accounting, full-cost accounting, and drill-down reports to the financial accounting document level. The system should also allow for building individual cost center and cost type analyses, assigning materials and services to cost objects, automatically transferring cost carriers from financial accounting to the material management system, and generating flexible reports based on financial and cost accounting data, including reports on newly created or blocked cost centers/types and cost center hierarchies.
• Station Supply and Station Needs: Automatic updating of article assortments, web-based material requests from stations/service points, input via barcodes/scanners, individualized item lists per request point, dynamic generation of hit lists, pre-entry functionality for requests/orders, alerts for unusually high or low request quantities, and a history view for all requests/orders.