II.A.1. Selection of the innovation procurement scheme, opportunities and risk

Estimated Execution Time

2-4 weeks

Objective

To define the strategic opportunity for an innovation procurement proposal, using the insights generated during Solution Exploration and Market Overview and Initial Market Engagement (I.C.1).

This task aims to determine the most suitable innovation procurement pathway (for example, Pre-Commercial Procurement (PCP), Public Procurement of Innovative Solutions (PPI), or Innovation Partnership), based on how well the identified need has been defined and validated, the maturity of potential solutions, and the capacity and risk appetite of the procuring organisation. Being the later evaluated in the previous Stage I.

Who is Involved

Innovation Department – leads the analysis of the opportunity and alignment with institutional innovation goals.
Clinical Experts– validate the relevance, feasibility, and expected impact of the innovation.
Finance / Strategy Department – assesses resource implications and organisational readiness.
Hospital Management – validates the strategic fit and authorises progression towards proposal preparation.

Activities / Tasks

II.A.1.3. Review evidence from prior analyses

Consolidate findings from C.1 – Solution Exploration and Market Overview and Initial Market Engagement.
Summarise the current landscape, level of innovation maturity (IML/TRL), and overall market potential to address the unmet need.

II.A.1.2. Assess organisational readiness and risk tolerance

Evaluate internal capacities for managing innovation procurement (for example, governance, technical expertise, and validation capability).
Analyse risks related to R&D complexity, supplier collaboration, and operational implementation.

II.A.1.3. Define the strategic pathway and scope

Match the identified need, innovation maturity, and organisational profile with the appropriate procurement route (PCP, PPI, or hybrid).
Outline an initial draft of the scope, expected results, and risk mitigation strategy.

II.A.1.4. Validate internally the strategic fit

Discuss and confirm with management and key departments before proceeding to legal validation (II.A.2) and funding identification (II.A.3).

Tips / Common Pitfalls

✅ Base the decision on both market readiness and organizational readiness.

✅ Use EU guidance and decision trees (e.g., from Horizon Europe or EAFIP tools).

✅ In cases of uncertainty, start with a limited-scope pilot of the pathway.

❌ Choosing PPI when R&D is still needed → unmet performance goals.

❌ Selecting PCP without stakeholder capacity to manage phased R&D.

❌ Using traditional procurement methods for high-risk, novel solutions.

❌ Avoid choosing the pathway based on funding availability alone.

❌ Do not skip internal validation; alignment at this stage prevents major rework later.

Outcome / Deliverables

Strategic note summarizing opportunity, risks, and proposed procurement pathway.
Clear rationale for the selected approach, supported by evidence from I.C.1.
Agreed scope and internal approval to proceed with legal validation (II.A.2).

Resources

All about PCP and PPI in Healthcare Guidelines for Innovation Procurement (PCP/PPI) A framework for Innovation in Healthcare - EIT Health + CIMIT IML

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