Care follows protocols; administration does not

Purchasing and supplier contracts

Each department buys on its own and volume negotiation is lost. Contracts, agreed prices and supplier terms live outside the system, so nobody checks whether the invoice matches what was agreed.

Supply and pharmacy inventory

Stock is controlled per department and per storeroom, with no consolidated lot or expiration data. A critical supply runs out while the same product expires in the storeroom next door.

Operating room and critical area supply

High-value material, instruments and implants are controlled by hand. Since they are not tied to the procedure, actual consumption is reflected neither in cost nor in billing to the payer.

Cost per service and per procedure

Cost is calculated by cost center and by period, not by service or by procedure. Without that detail, negotiating rates with insurers or payers has no basis and profitability by care line is unknown.

Billing, receivables and payers

Billing to insurers and payers is assembled outside the system, denials and objections are handled over email and reconciling what was provided, billed and collected takes weeks.

Fixed assets, equipment and maintenance

Medical equipment and its maintenance are kept in records separate from accounting. There is no cost of ownership per device and no visibility of availability for scheduling.

Financial close and management reporting

The close depends on reconciling spreadsheets from several departments. Leadership receives results once the period is over and decisions are made on stale information.

Governance of administrative information

Administrative and contractual information is scattered across emails, local folders and shared drives, with no access or retention policy and no clear separation from clinical information.

Executive leadership

Knows the financial result per service and per care line, and grounds decisions on capacity, equipment investment and payer contracts in consolidated administrative data.

Finance leadership (CFO)

Shortens the close, controls spending on supplies and services against contract, tracks receivables by payer and billing objections from the same system, and values inventory and assets without manual reconciliations.

Operations leadership (COO)

Sustains the availability of critical supplies with replenishment based on actual consumption, controls expirations by lot and plans equipment maintenance with its impact on scheduling in view.

Purchasing and supply chain

Consolidates demand from all departments, negotiates with consumption data and validates every invoice against the contract and the receipt, instead of approving on trust.

Pharmacy and clinical storerooms

Manages stock by lot and expiration, with first-expired-first-out rules and traceability of the supply to the department that consumed it.

Information technology (IT)

Reduces scattered administrative systems, manages identities, access and retention of administrative information in the Microsoft cloud and clearly defines which data is exchanged with the clinical system and which is not.

1. 1

   Administrative and financial layer (ERP): Dynamics 365 Business Central concentrates finance, purchasing, contracts, supply inventory, warehouse, fixed assets, projects and receivables.

2. 2

   Clinical layer: the electronic health record and the care systems your institution already uses remain responsible for clinical data. BETABOX does not replace them.

3. 3

   Integration layer: bounded interfaces between the clinical system and the ERP to transfer consumption, orders and billable events, with an explicit data contract on what is exchanged and what stays in the clinical system.

4. 4

   Data and analytics layer: Power BI consolidates administrative, supply and cost-per-service indicators in a governed model, with access segmented by department.

5. 5

   Collaboration layer: Microsoft 365, Teams and SharePoint for administrative coordination, purchase approvals and documentation of contracts and internal procedures.

6. 6

   Automation layer: Power Platform for purchase authorization flows, internal supply requests and operational records, without duplicating ERP data.

7. 7

   Security and governance layer: identity and conditional access in Microsoft Entra, permissions by department and by role, segregation of duties and retention policies on administrative information. Health information protection requirements and applicable regulatory obligations are evaluated with specialized review in each project.

Case studies pending client authorization.

Does this replace my electronic health record system?

No. Business Central is an administrative and financial management system: finance, purchasing, supply inventory, assets and costing. The health record and care processes stay in the system your institution already uses. What we do is connect both worlds at the points needed to cost and bill, without intervening in the clinical act.

What does it concretely bring to a hospital or clinic?

It brings order to the line item that is usually second in weight after staff: supply. Purchasing against contract, supply and pharmacy inventory by lot and expiration, consumption allocated to the department that originated it, asset and maintenance management, and a financial close that does not depend on consolidating spreadsheets. On that base emerges the cost per service, which is what makes it possible to negotiate with payers.

How does it integrate with the clinical system?

Through bounded, documented interfaces that transfer to the ERP the events with financial consequences, such as supply consumption, orders and billable services. The scope is agreed in writing during design, stating which data travels, how often and which information remains exclusively in the clinical system.

Can you implement telemedicine, clinical data interoperability or medical imaging?

Those capabilities belong to the clinical domain and require specialized technical and regulatory review before committing to any scope. We do not publish them as a standard offering. If your institution is evaluating them, we treat it as a separate conversation with the corresponding specialists.

How are information protection and regulatory compliance handled?

The scope of this project is administrative and financial information, to which the Microsoft cloud controls apply: identity and conditional access, role-based permissions, classification, retention and audit logging. Regulatory obligations on health information and applicable certifications are evaluated case by case with specialized review; we do not publish compliance claims without that validation.

Can high-value operating room material be controlled?

Yes, within the administrative scope. High-value material, instruments and implants can be managed by lot and serial number and allocated to the procedure that consumed them, which reveals the real cost of that procedure and supports billing to the payer.

How long does an implementation take?

It depends on the number of sites and departments, the volume of supplies and suppliers, the state of the data being migrated and the scope of the integration with the clinical system. We do not publish generic timelines: the complimentary assessment delivers a phased schedule with stated assumptions.