Centralized procurement for multi-location dental groups is the best way to cut supply costs, eliminate purchasing chaos, and improve EBITDA across 5+ dental locations. Groups that centralize procurement save 20–35% on annual supply costs, reduce procurement time by 50–76%, and lower supply spend from 7–8% to 4–6% of collections all within 12 months.

The five-step path that delivers those results: (1) audit current spend, (2) standardize a clinical formulary, (3) consolidate to 2–4 primary vendors, (4) join a dental GPO, (5) implement procurement technology with approval workflows. Most 5–15 location groups see measurable savings within 90 days of starting.

Managing supply costs across five or more dental locations is messier than it looks on paper. Each office manager has a handful of preferred vendors. Each location negotiated its own pricing or didn't negotiate at all. Your finance team is reconciling dozens of invoices a month from vendors you can't name without looking. And your group is almost certainly paying 15–40% more than comparable DSOs for identical products, simply because your purchasing volume is scattered across too many disconnected accounts.

Below five locations, informal coordination usually works well enough. At five or more, the math shifts. Fragmented purchasing stops being a minor inconvenience and starts showing up as a measurable drag on EBITDA, with the dollar amount large enough to move the needle on group valuation.

This guide to centralized procurement for multi-location dental groups covers the full 2026 playbook. It explains how to audit current spend, standardize a clinical formulary, consolidate vendors, choose the right technology, track the KPIs that confirm it's working, and extend efficiency gains to your front office.

A 5-location dental group spending $425,000 annually on supplies can save $65,000–$150,000 per year through GPO membership and vendor consolidation. The path: spend audit → formulary standardization → vendor consolidation → GPO membership → procurement technology. Most groups see measurable results within 90 days.

Key Takeaways

• Supply costs compound quickly at scale dental supplies represent 5–8% of collections per location, and practices without centralized procurement pay 15–40% more than DSOs for identical products, according to industry benchmarks.
• The 5-location threshold is the turning point below five locations, informal coordination often works; at five-plus, fragmented purchasing creates enough spend volume to warrant a formal centralized program.
• GPO membership delivers fast, measurable savings top dental Group Purchasing Organizations report 15–35% savings on supplies, often at no cost to the practice, with savings of $10,000–$40,000 annually per location.
• Standardizing your clinical formulary is the prerequisite you cannot negotiate meaningful group pricing without first reaching clinical consensus on preferred products across locations.
• Procurement technology reduces ordering time by up to 76% centralized approval workflows, automated reordering, and spend dashboards eliminate the manual effort that keeps practice managers away from patient-facing work.
• Operational efficiency extends beyond supplies patient communication is the other major cost center in multi-location dental operations; AI tools like Arini's AI receptionist capture missed calls and book appointments 24/7 without adding headcount.
• EPIC4's results show what's possible the 55-office orthodontic and pediatric dental organization achieved a 20% reduction in supply costs and 50% decrease in procurement time after centralizing purchasing.

The Hidden Cost of Fragmented Dental Purchasing

Most multi-location groups don't know exactly how much their decentralized procurement model costs them. That's part of the problem.

The direct costs are measurable and often surprising:

• 15–40% pricing premium independent practices consistently pay more than DSOs for identical products because fragmented purchasing volume eliminates any negotiating leverage
• Invoice overload a 5-location group with 5–8 vendors per location can generate 150–200 invoices per month, a reconciliation workload that costs real staff hours every week
• Emergency stock-out premiums when a location runs low on a critical supply and places a rush order, it pays above-market prices; without visibility into par levels across locations, these events happen far more often than they should
• Turnover risk when an office manager leaves, their vendor relationships, pricing knowledge, and ordering habits leave with them; the next hire starts from scratch, and in an industry where dental office staff turnover is already among the highest in healthcare administration, this cycle repeats more often than groups anticipate

The indirect costs include inconsistent clinical quality, blocked chair capacity when supplies aren't available, and budget overruns that surface as quarterly surprises.

Per GroupDentistryNow's 2024 State of Dental Procurement survey of 53 DSOs and dental groups, procurement complexity remains the top operational challenge with GPO adoption and simplified AP processes as the top priorities for 2025.

Centralized Dental Group Procurement: Definition

Centralized procurement for multi-location dental groups consolidates all supply purchasing, vendor management, and spending oversight into a single group-level function. It replaces independent location-by-location ordering with coordinated buying that delivers group pricing, approval controls, and spend visibility across every practice in the group.

For multi-location dental groups, this means:

• A unified vendor catalog shared across all locations, with pre-negotiated pricing locked in at the group level
• Centralized approval workflows so location managers can request supplies without bypassing spending controls
• A group-level formulary of approved clinical products that every location stocks and uses
• Consolidated invoicing and spend reporting that gives your finance team visibility into total purchasing activity across the group

Centralized procurement impact at a glance:

The model is how Dental Service Organizations (DSOs) have driven margin improvement for decades. Over 8,500 dental practices now operate under DSO support, and centralized purchasing is one of the primary levers they pull to improve per-location EBITDA. Supply costs represent 5–8% of collections at most dental group practices, according to ADA Health Policy Institute research making procurement one of the highest-impact operational levers available. Independent multi-location groups can implement the same playbook without joining a DSO once they reach the scale where it pays off.

Why Is 5 Locations the Procurement Tipping Point?

At five locations, your group's combined annual supply spend typically $325,000 or more first crosses the threshold where group pricing leverage becomes meaningful on its own.

Below five locations, most dental groups manage procurement informally: a shared preferred vendor list, a monthly phone call to align orders, maybe a shared Google Sheet tracking supplies. The administrative overhead of formalizing procurement often outweighs the savings at this scale.

At five or more locations, the math changes:

Estimates based on average dental supply spend of $65,000–$120,000 per location annually.

At five locations, you have enough aggregate spend to negotiate group pricing that individual practices cannot access. You also have enough operational complexity multiple office managers placing independent orders, multiple invoices hitting your accounts payable, multiple vendor reps calling each location that the cost of the fragmented model becomes visible in wasted staff time.

According to ADA, equipment and supply costs rose 5% since the beginning of 2025, compounding the pressure on groups that haven't yet consolidated. With dental practice overhead already averaging 60–67% of collections, supply costs are one of the few line items where a well-run procurement program can deliver fast, measurable relief.

Step 1: Audit Current Spend Across All Locations

Before you can centralize anything, you need a clear picture of what your group is currently buying, from whom, and at what price. Effective multi-location dental supply management starts with data and the spend audit is how you get it.

What to capture in your spend audit:

• Vendor list per location every vendor each location currently orders from, including distributors, specialty labs, and direct manufacturer accounts
• Product-level spend by location ideally at the SKU level, so you can identify where locations are buying functionally identical products under different brand names
• Pricing per location the same supply item often has wildly different prices across locations when each manager negotiated independently
• Order frequency and timing understand how often each location orders, average order size, and whether rush orders (which carry premiums) are common
• Invoice processing time count the number of invoices your AP team processes monthly; this is your administrative cost baseline

Pro Tip: Pull 90 days of purchasing data across all locations before your first centralization meeting. Seeing actual numbers "Location 3 is paying 22% more for bonding agent than Location 1" cuts through clinical resistance to standardization faster than any policy argument.

Most groups discover three things in their audit: they have more vendors than they realized, price variation across locations is larger than expected, and a handful of product categories (restorative composites, bonding agents, infection control supplies, disposables) account for the majority of spend.

For multi-location groups managing dental billing cycles alongside procurement, see our guide on reducing AR days for multi-location dental groups the two operational levers together can meaningfully improve cash flow.

Step 2: Standardize Your Clinical Formulary

A clinical formulary is your group's approved list of products that all locations are expected to stock and use. It's the prerequisite for everything else you cannot negotiate group pricing until you know exactly which products you're buying.

Getting clinical consensus across locations:

• Identify your clinical champions involve lead clinicians from each location early. Procurement decisions that bypass clinical input create resistance; those made with clinical buy-in get adopted.
• Audit for functional equivalents many groups find that different locations are using products from different manufacturers that perform identically. Consolidating to one brand creates volume that improves pricing.
• Allow a short exception list if certain clinicians have strong product preferences (specific implant systems, specific composite brands), allow a narrow exception category. A 90% formulary with exceptions beats a 70% formulary that's universally resented.
• Set a review cadence formularies should be reviewed annually. New products enter the market, existing products get discontinued, and clinical preferences evolve.

Formulary categories to standardize first:

Once your formulary is agreed upon, you have a defined product list to take to vendors and GPOs. That specificity is what unlocks real pricing leverage.

For groups using practice management software with inventory modules, our guide on dental inventory management and auto-reordering explains how to connect your formulary to automated reorder triggers inside your PMS.

Step 3: Consolidate Vendors and Negotiate Group Pricing

Most multi-location dental groups, when they audit for the first time, discover they're buying from 8–15 vendors across the group. Consolidating to 2–4 primary vendors gives you the volume leverage to negotiate meaningfully.

The vendor consolidation framework:

Dental group centralized purchasing gives you the volume leverage individual practices can't access. Once your formulary is defined, consolidation follows a clear sequence:

1. Classify your current vendors separate primary distributors (Patterson, Schein, Benco-tier regional distributors) from specialty vendors (implant companies, lab partners) and incidental vendors (office supplies, equipment maintenance)
2. Run a bid process once your formulary is defined, request competitive bids from 2–3 primary distributors for the full formulary. Seeing competing bids for the same defined product list gives you real leverage.
3. Negotiate beyond unit price group pricing conversations should include payment terms (net 30/60), return policies, delivery schedules, dedicated account management, and co-op marketing support. Net-30 terms at scale matter to cash flow.
4. Establish a primary and secondary distributor having two approved vendors prevents over-dependency and keeps pricing competitive at contract renewal

Pro Tip: Independent practices pay 15–40% more than DSOs for identical products, precisely because DSOs bring consolidated, defined volume to negotiations. Your multi-location group can replicate this leverage at the five-plus-location scale you don't need 50 offices to get meaningful pricing.

What vendor consolidation looks like in practice:

Before: 12 vendors, 200+ invoices/month, average dental supply cost at 7.8% of collections

After: 3 primary vendors, 60 invoices/month, supply cost drops to 5.9% of collections

The administrative savings alone fewer invoices, fewer vendor reps, fewer reconciliation hours often justify the program before counting unit price reductions.

Step 4: Join a Dental GPO or Build Your Own Program

For groups with 5–15 locations, joining an established dental Group Purchasing Organization (GPO) is often the fastest path to centralized pricing benefits.

What is a dental GPO?

A dental Group Purchasing Organization (GPO) is an entity that pools the purchasing volume of many dental practices to negotiate volume-discounted contracts with distributors and manufacturers. Member practices access pre-negotiated pricing without running their own bid process, and membership is typically free GPOs earn revenue through administrative fees paid by suppliers, not by member practices.

• GPO membership is typically free for the dental practice the GPO generates revenue through administrative fees paid by suppliers, typically 1–5% of purchase price
• GPO-negotiated contracts average 23% better pricing than individual practice contracts, with additional value worth 8–12% in total
• For a five-location group spending $500K/year on supplies, GPO membership could deliver $65,000–$175,000 in annual savings

Dental GPO vs. building your own program:

Well-structured GPO programs report 18–25% lower supply costs compared to independent purchasing. For most groups at the five-location stage, GPO membership offers faster ROI than building a proprietary buying program from scratch.

When to build in-house instead:

• Your group has 20+ locations with enough aggregate spend to negotiate directly with manufacturers
• Your clinical formulary has significant specialty products that GPO contracts don't cover well
• You want to bundle supply contracts with equipment and technology deals that a GPO can't accommodate

For groups using Denticon or Open Dental, GPO purchasing data can often be pushed directly into your PMS for reporting. See our Denticon integration guide and Open Dental integration guide for setup instructions.

Step 5: Implement Procurement Technology

Negotiated pricing means nothing if individual locations can still order off-contract. Procurement technology enforces the program by controlling what can be ordered, from which vendors, at which prices and routing approvals before orders are placed.

What multi-location dental procurement software should do:

• Centralized catalog all approved products with pre-negotiated pricing, visible to every location, with non-catalog orders blocked or flagged
• Approval routing location managers can submit orders for approval; group operations managers or procurement leads review and release
• Spend dashboards real-time visibility into purchasing by location, category, and vendor, with budget variance alerts
• Invoice automation invoices matched against POs automatically, reducing AP processing time and catching off-contract purchases
• Integration with financial systems data flows into NetSuite, QuickBooks, or Sage Intacct without manual entry

The operational impact of procurement technology:

DSOs that implement structured procurement software reduce supply ordering time by up to 76%. EPIC4, a 55-office orthodontic and pediatric dental organization, achieved a 20% reduction in supply costs and 50% decrease in procurement time after centralizing purchasing with a dedicated platform.

For a deeper comparison of procurement platforms built for multi-location dental groups, see our guide on dental supply procurement software for multi-location dental groups.

Key procurement technology capabilities by group size:

Pro Tip: Require integration with your PMS before committing to a procurement platform. Groups using EagleSoft, Open Dental, or Denticon should confirm that inventory data flows bidirectionally so reorder triggers in the PMS feed into procurement software automatically, not via spreadsheet exports.

Your Implementation Roadmap: Month-by-Month Timeline

Centralizing procurement takes 3–4 months to implement properly. Groups that rush the process typically skip the formulary consensus step and pay for it in compliance problems later; groups that take longer usually stall on vendor selection.

Here's the timeline that works for most 5–15 location dental groups:

Pro Tip: Build your formulary in Phase 2 before committing to a procurement platform. The platform you choose should accommodate your specific formulary and PMS integrations choosing the technology first and then trying to fit your clinical needs into it creates onboarding problems that delay your ROI.

For groups actively acquiring new practices, set a standing policy now: new-to-group locations must transition to the central formulary within 90 days of joining. Enforcing this acquisition-by-acquisition on an ad hoc basis is significantly harder than having a policy that new locations know in advance.

Which KPIs Should You Track After Centralizing?

Supply cost as a percentage of collections and formulary compliance rate are the two KPIs to establish first. The metrics below tell you whether your centralized procurement program is working and which specific area to investigate when it isn't.

Which metrics to track first: Start with supply cost as a percentage of collections and formulary compliance rate. The first tells you whether the financial impact is materializing; the second tells you whether locations are actually using the program. If compliance falls below 85% after 90 days, the root cause is almost always training gaps or catalog coverage issues not buy-in problems.

For groups using Open Dental, EagleSoft, or Denticon, most of this data already exists in your PMS. The gap is typically connecting PMS inventory data to a procurement dashboard something a purpose-built procurement platform handles automatically, without manual exports.

Extending Operational Efficiency Beyond Procurement

Supply cost reduction is one of the highest-ROI levers in multi-location dental practice operations but it's not the only one. Groups that implement centralized procurement often discover that front-office labor is the next major cost center with comparable savings potential.

The front-office efficiency gap:

Front-office staff typically cost $40,000–$65,000 in base salary, or $55,000–$85,000 in total employment cost including benefits (BLS) and for a five-location group, that's five separate salaries just to handle inbound calls. Add after-hours missed calls, peak-hour overflow, and the reality that most dental practices miss up to 35% of inbound calls, and the revenue loss compounds quickly.

How Arini's AI receptionist extends the procurement efficiency model:

The same logic that drives centralized procurement doing more with consolidated resources applies to patient communication. Arini's AI receptionist answers calls in 300ms, books appointments directly into your practice management software, collects patient information, and handles after-hours volume without adding headcount at each location.

• Integrates with the PMS platforms your group already uses Open Dental, EagleSoft, Denticon, CareStack, and more the same systems your procurement data flows through
• HIPAA compliant with encryption and role-based access controls, matching the compliance standards your group already maintains
• Patients experience natural conversations Arini is designed to sound and respond like a trained front-desk team member; patients get the same quality interaction whether they call at 2 PM or 2 AM
• Real outcomes at multi-location groups: Unified Dental Care increased revenue by 12% after implementing Arini; Kare Mobile captured $56,000 in new patient appointments in month one; Normandy Lake achieved a 90% call answer rate

For multi-location groups, the operational case is straightforward: centralized procurement reduces what you spend on supplies; Arini reduces what you spend on inbound call handling while capturing revenue that would otherwise be missed after hours. To understand how Arini fits into a broader revenue cycle strategy for your group, see our guide on dental revenue cycle management for multi-location groups.

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Best Practices for Long-Term Procurement Success

Centralizing procurement is a six-month project. Keeping it working is an ongoing operational discipline. A dental procurement strategy for groups with 5 or more locations requires consistent governance not a one-time setup.

The practices that sustain savings long-term:

• Audit compliance quarterly track what percentage of purchases are on-contract vs. off-contract. A 90%+ compliance rate means your program is working; below 80% means locations are finding workarounds.
• Renegotiate vendor contracts annually market pricing shifts, new products enter the formulary, and your aggregate spend grows as the group expands. Set a calendar reminder to renew contracts before auto-renewal locks in stale pricing.
• Report savings back to location managers people comply with systems they understand. Sharing a monthly "procurement savings by location" report creates positive reinforcement and surfaces compliance issues early.
• Integrate procurement data with your P&L supply cost as a percentage of collections should be a standing line item in your monthly financial review, not a quarterly surprise.
• Update the formulary when new locations are acquired each acquisition often brings legacy vendor relationships. New-to-group locations should transition to the central formulary within 90 days of joining.
• Track shrinkage separately from procurement cost expired product waste and inventory shrinkage inflate your effective supply cost beyond what purchasing data shows. Inventory management protocols at each location should be part of the broader procurement program.

For groups managing collections efficiency alongside procurement, our guide on collections strategy for multi-location dental groups covers how to align billing and financial performance targets across locations.

Common Mistakes Multi-Location Groups Make

Skipping the spend audit and going straight to vendor negotiations

You cannot negotiate effectively without data. Vendors know this and groups that approach them without spend visibility consistently get worse pricing than groups that arrive with 12 months of SKU-level data.

Standardizing products without clinical buy-in

A formulary imposed by operations leadership without clinical input fails within six months. Clinicians find workarounds, off-contract orders spike, and compliance collapses. The investment in upfront clinical consensus pays back in sustained adoption.

Joining a GPO without comparing their formulary to your clinical needs

Not all GPO contracts cover all products well. Before joining, validate that the GPO's preferred vendor and product coverage matches your group's formulary. If 30% of your formulary isn't covered, the savings on the other 70% may not justify the constraints.

Centralizing ordering without centralizing approval

Groups that move to a shared catalog but allow any location manager to place orders without approval lose the spending control that makes the program work. Approval workflows are non-negotiable for groups above five locations.

Treating procurement as a one-time project

Vendor pricing drifts. New products appear. Locations get acquired. Groups that centralize procurement once and don't maintain it find themselves back to fragmented purchasing within 18 months. Assign a procurement owner even part-time to maintain the program.

Ignoring the patient communication cost center while optimizing supply costs

Many groups reduce supply costs by 20% and then discover that missed calls and after-hours appointment requests are generating a comparable revenue leak on the patient communication side. Operational efficiency programs that address only supply procurement leave half the opportunity on the table.

Final Verdict: Which Path Is Right for Your Group

Not every multi-location dental group should take the same path. Here's how to decide based on where your group is today:

• 5–10 locations, no GPO yet: Join a dental GPO immediately it's free, delivers 15–25% savings within weeks, and unlocks pricing leverage a single practice can't access. Follow with a spend audit and basic procurement software within 6 months.
• 5–10 locations, GPO in place: Move to procurement technology. The software enforces your GPO pricing, blocks off-contract orders, and gives your finance team real spend visibility.
• 11–20 locations: Prioritize procurement technology first approval workflow enforcement and off-contract order prevention often exceed GPO pricing benefits at this scale.
• 20+ locations: Negotiate directly with manufacturers for core categories. An in-house buying program on procurement software typically outperforms GPO pricing at this scale.
• Growing through acquisition: Build your formulary and technology infrastructure before the next deal. A 90-day transition policy for new locations is far easier to enforce than ad hoc integration.

The common thread: start with data. A spend audit takes 30–60 days and costs nothing but staff time. Every downstream decision GPO selection, vendor consolidation, technology choice is better when grounded in 12 months of actual purchasing data.

Frequently Asked Questions

What is centralized procurement in a dental group?

Centralized procurement is the consolidation of all purchasing decisions, vendor relationships, and spending oversight into a single group-level function, rather than allowing each location to buy independently. It allows multi-location dental groups to negotiate group pricing, standardize clinical products, and reduce the administrative overhead of fragmented purchasing.

What Are the Key Benefits of Centralized Procurement?

Centralized procurement delivers four primary benefits: lower supply costs through group pricing and GPO access (typically 20–35% below independent purchasing rates); reduced administrative overhead through consolidated invoicing and approval workflows; clinical consistency through a standardized formulary shared across all locations; and real-time spend visibility across the entire group. Most groups with 5–15 locations also report a 50–76% reduction in time spent on procurement tasks after centralization.

When Should a Dental Group Centralize Procurement?

Five locations is the most common threshold where centralized procurement delivers clear ROI. At five or more locations, your group has enough aggregate spend to negotiate meaningful group pricing, and enough operational complexity that fragmented purchasing creates measurable administrative and financial costs. Groups with two to four locations can often coordinate informally; at five-plus, a formal program pays off.

How Much Can a 5-Location Dental Group Save?

A five-location group spending an average of $85,000 per location on supplies annually $425,000 total can typically save $63,750–$148,750 per year through GPO membership and vendor consolidation. GPO contracts average 23% better pricing than individual practice contracts, with additional value of 8–12% from payment terms and support benefits.

How Long Does It Take to Centralize Procurement?

A well-structured implementation takes 3–4 months for a 5–15 location group. Phase 1 (spend audit) takes 4–8 weeks. Phase 2 (formulary development and vendor selection) adds another 4–6 weeks, including clinical committee work. Phase 3 (technology rollout and staff training) adds 4–6 weeks. Groups that skip the formulary consensus step and move straight to software implementation typically see low compliance and need to redo the formulary work within 6–12 months.

What does a dental GPO cost to join?

Most dental GPOs are free for member practices. The GPO generates revenue through administrative fees paid by suppliers typically 1–5% of the purchase price rather than charging members. Some GPOs require a minimum commitment period or minimum purchase volume, but upfront membership fees are rare.

Should Locations Keep Some Purchasing Autonomy?

Most successful multi-location groups implement structured autonomy: a centralized formulary with approved products and group pricing, but location managers retain the ability to initiate orders within those guardrails. Full lockdown where no location can order anything without group approval creates operational friction that slows patient care. A narrow exception list for specialty products or genuine clinical needs preserves flexibility without sacrificing the core program.

How Do You Get Clinician Buy-In on the Formulary?

Involve lead clinicians from each location in the formulary development process before finalizing anything. Present data, not mandates show how price variation across locations for functionally equivalent products is costing the group real money. Allow a narrow exception category for products where clinical preferences are genuinely strong. Groups that build clinical consensus first see 90%+ formulary compliance; those that impose standardization top-down typically see compliance drop below 70% within a year.

How Does Procurement Fit a Broader Efficiency Strategy?

Centralized procurement addresses supply costs, which represent 5–8% of collections. Front-office labor and patient communication efficiency address a much larger share of overhead. Groups that pair centralized procurement with tools like Arini's AI receptionist which handles inbound calls, books appointments, and captures after-hours volume 24/7 address both the supply cost and the patient communication cost center simultaneously.

Which PMS Works Best With Centralized Procurement?

Most enterprise-grade dental PMS platforms including Open Dental, EagleSoft, Denticon, and CareStack offer inventory and supply tracking modules that can feed into a centralized procurement workflow. The key is selecting procurement software that integrates directly with your PMS, so reorder triggers, spend data, and formulary compliance reporting flow without manual exports.

How Do You Choose Dental Procurement Software?

Evaluate dental procurement software on five criteria: PMS API integration depth with your existing systems, approval workflow flexibility, multi-location catalog management, spend reporting and visibility by location, and total cost of ownership including implementation. Request a live demo using your actual formulary and confirm real-time API integration with your current PMS Open Dental, EagleSoft, Denticon, or CareStack before signing any contract. Software that requires manual CSV exports for inventory sync creates hidden administrative costs that erode the procurement savings.

Conclusion and Next Steps

Centralized procurement for multi-location dental groups is one of the highest-ROI operational investments available at the five-plus-location scale. The combination of vendor consolidation, GPO pricing, and procurement technology routinely delivers 20–35% supply cost reductions and the administrative savings from eliminating invoice chaos add meaningful value on top.

The path forward is clear: audit your current spend, reach clinical consensus on a formulary, consolidate vendors, explore GPO membership, and implement procurement technology that enforces approval workflows. Most groups that follow this sequence see measurable results within the first 90 days.

And once your supply costs are under control, the next operational lever is patient communication. Missed calls, after-hours appointment requests, and peak-hour overflow cost multi-location dental groups real production every week. Arini's AI receptionist answers every call in 300ms, books directly into your PMS, and runs 24/7 giving your group the same operational consistency in patient communication that centralized procurement gives you in supply management.

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