集采常态化下的“落地考”：如何打通执行堵点

Core Insights - The central viewpoint of the articles emphasizes the ongoing optimization and challenges of the centralized drug procurement system in China, highlighting the need for improved execution and collaboration among medical institutions and pharmaceutical companies [1][2][3]. Group 1: Current Status of Centralized Procurement - Since 2018, China has organized 10 batches of drug procurement and 5 batches of high-value medical consumables procurement, successfully procuring a total of 435 types of drugs [1]. - The execution of the 10th batch of procurement began on April 30, with 21 out of 88 selected products having procurement tasks, of which 17 have been successfully procured [1]. - Some medical institutions still face issues such as "reporting but not procuring" and delays in procurement progress, while some pharmaceutical companies have not signed contracts with designated medical institutions in a timely manner [1][3]. Group 2: Optimization Measures - Recent notifications from various regions, including Beijing and Tianjin, aim to promote the orderly implementation of procurement results and ensure compliance with the centralized procurement mechanism [2]. - A monitoring mechanism has been established to track procurement progress and ensure that medical institutions fulfill their procurement responsibilities within three months of the procurement results [3][5]. - The need for refined management and higher collaborative efficiency among stakeholders is emphasized, with suggestions for mandatory compliance with procurement results [2][3]. Group 3: Challenges in Execution - Factors affecting procurement progress include unreasonable reporting by hospitals, such as incorrect unit reporting and over-reporting due to high inventory levels [3][4]. - Clinical habits and long-term relationships between medical institutions and distribution companies can hinder the adoption of selected products, as some non-procured products may offer hidden benefits [4][6]. - The decline in demand for certain drugs due to changes in disease prevalence and patient preferences also poses challenges for procurement [4][6]. Group 4: Policy and Regulatory Developments - The National Healthcare Security Administration has issued policies to enhance the procurement and execution mechanisms, encouraging compliance from medical institutions and pharmaceutical companies [3][7]. - Regions like Beijing have introduced flexible assessment criteria for procurement, allowing exceptions for changes in clinical demand due to public health events or guideline updates [7][8]. - Continuous efforts are being made to improve the efficiency of fund circulation between healthcare providers and pharmaceutical companies, addressing the longstanding issue of "triangle debts" [9][10]. Group 5: Future Directions - The articles suggest that further optimization of the procurement process is necessary, including the exploration of direct settlement systems between healthcare funds and pharmaceutical companies [9][10]. - The implementation of a prepayment system and enhanced risk control measures are recommended to streamline the procurement process and improve overall efficiency [10]. - Strengthening the responsibilities of all parties involved and enhancing full-process management are crucial for the sustainable development of the centralized procurement system [10].