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I. Statistical
Information - Medical Equipment
| Total
Market Size |
USDm |
| 1999:
|
161.1 |
| 2000:
|
338.2 |
|
2001: |
264.1 |
Est. Avg.
Annual Growth Rate of Market 1998-2000 (%) : 1.28
| Imports |
USDm |
| 1999:
|
146.5 |
| 2000:
|
307.5 |
|
2001: |
240.1 |
Est. Avg.
Annual Growth Rate (1998-2000) of total imports (%): 1,2
| Imports
from the U.S. |
USDm |
| 1999:
|
36.62 |
| 2000:
|
54.93 |
|
2001: |
87.88 |
Est. Avg.
Annual Growth Rate (1997-1999) of imports from the US (%): 0.6
II. Ranked Evaluation of Sector - Medical Equipment and Infrastructure
Development
Priority for
Medical Equipment Sectors, 1 (low) to 5 (high):
| Equipment
sector |
Ranking |
| radiological
equipment |
5
|
| diagnostic
equipment for cardiology |
5
|
| transplant
equipment |
3
|
| lab
equipment |
3
|
| radiotherapy
equipment |
5
|
Country's Receptivity to U.S. equipment, services and alliances,
1 (low) to 5 (high):
| Equipment
sector |
Ranking |
| radiological
equipment |
4
|
| diagnostic
equipment for cardiology |
4
|
| transplant
equipment |
3
|
| lab
equipment |
3
|
| radiotherapy
equipment |
2
|
Competition for U.S. firms from local domestic suppliers, 1 (heavy)
to 5 (little):
| Equipment
sector |
Ranking |
| radiological
equipment |
4
|
| diagnostic
equipment for cardiology |
5
|
| transplant
equipment |
4
|
| lab
equipment |
5
|
| radiotherapy
equipment |
4
|
Competition for U.S. firms from third-country suppliers, 1 (heavy)
to 5 (little):
| Equipment
sector |
Ranking |
| radiological
equipment |
2
|
| diagnostic
equipment for cardiology |
2
|
| transplant
equipment |
2
|
| lab
equipment |
2
|
| radiotherapy
equipment |
1
|
Overall effect of trade/technical barriers on U.S. exports of equipment
and services
1 (severe) to 5 (little):
| Equipment
sector |
Ranking |
| radiological
equipment |
3
|
| diagnostic
equipment for cardiology |
3
|
| transplant
equipment |
3
|
| lab
equipment |
3
|
| radiotherapy
equipment |
3
|
III. Narrative Information
The change in political regime in Romania in late 1989 triggered
equally momentous changes in the economic and social environments.
In the health sector the Government decided to change from centrally
planned and centrally tax-based financing of health services to
an insurance-based system for financing services more efficiently
and more equitably. Almost all Central and Eastern Europe and Commonwealth
of Independent States countries have changed – from a centrally
planned Semashko model to a Bismarckian insurance-based system.
The Romanian health sector reform strategy is in line with the political
decision to change from a centrally planned economy to a market
based economy. A centrally planned health system is being replaced
by a social insurance system financed by employee/employer contributions
augmented by tax-based financing for non-paying population groups
and for programs of national public health importance.
The success of Romania's health sector reform program requires the
establishment of an organizational and management structure that
has the clearly defined authority, managerial capacity, and supporting
procedures and systems needed to implement massive changes nationwide.
The scale of challenges that must be addressed is daunting. It is
essential to focus managerial energies on the few critical issues
that must be addressed in advancing the reform agenda, and postpone
or eliminate those issues that are less critical or non-essential.
Three issues should be given priority attention: make functional
National Health Insurance law, redefining the role of the Ministry
of Health; and integrating and decentralizing Health Service Delivery.
To be effective, management and service delivery changes need to
be integrated with other reform efforts – such as new payment
and contracting methods, performance incentives, education and training
of the workforce, continuously improving the quality of care, and
investments in buildings and equipment. To assure access to quality
health services at a reasonable cost, the various reform programs
need to be integrated at the point of patient access.
At present, private commercial health insurance is all but absent
in Romania – the exception being the policies carried by expatriates
and repatriated Romanians. Medicover-RomBel has begun to offer medical
packages to major international employers, but coverage is still
minimal. Several life insurance companies, such as Nederlanden,
are laying the groundwork for health coverage, but do not expect
to offer policies until an infrastructure of private health providers
has been established. The private health sector can play a valuable
role in helping Romania achieve its national health goals.
·
Medical reform cannot be implemented as long as the adopted laws
are inappropriate and the purchased medical equipment is expensive
and often outdated. It will be difficult to apply the reform as
long as:
- The buildings
accommodating medical facilities are unsuitable and neglected
due to the lack of funding;
- The information
system and networks ensuring the connection inside the hospitals
and among them is not in place;
- Bureaucracy
makes it difficult for various medication and consumables to
be obtained for certain combined treatments;
- There are
no real hospital managers; the hospitals are generally run by
renowned physicians (who are not necessarily good managers)
In the years
to come it is necessary to develop the medical equipment market
for the private sector which will expand in certain medical fields.
Since in the future the health insurance houses will cover a certain
share in the cost of the medical services, the medical equipment
market for hospitals and medical facilities is expected to develop
as funds get accumulated. The new acquisitions will be made in
a decentralized way consistent with the amount of these funds.
In this case it is likely that a more powerful "second hand" equipment
market might develop (which so far has been very reduced, almost
non existent at the level of the Romanian medical units).
It is worth underscoring that in the last years certain American
companies, such as: General Electric, Picker, Hewlett Packard,
Coherent, Space Lab had an important share in the development
of the Romanian medical equipment market. In the international
medical equipment fair, Rommedica, which is organized yearly,
in March.. Many American companies with tradition in medical equipment
manufacturing participate.
IV. Most promising subsectors (with estimated 2001 Total Market
Size):
| Equipment
sector |
Est.
2001 Market Size USDm
|
| Hemodyalises |
12
|
| Cardiology
equipment |
21
|
| Monitoring
and intensive care equipment |
50
|
| Advanced
diagnostic equipment |
16
|
| Clinical
laboratory equipment |
9
|
| Disposable,
surgical consumables |
2
|
Major Procurement on the horizon (next 18-36 months)
| MRI
Scanners |
| Oncological
treatment equipment |
| Disposable
surgical consumables |
|
Emergency cars and equipment |
Country's Methods of Procurement
Hospitals, clinics and district health departments buy nonexpensive
medical devices directly. For advanced diagnostic equipment, cardiology
equipment, and clinical laboratory equipment the procurement is
made by the Ministry of Health which has a tender and acquisition
department.
When the Ministry of Health elaborates a strategy for national
development in some medical direction, also makes central procurement.
Means of financing procurements
Central procurement is financed directly from the State budget
and is guaranteed by the government of Romania (World Bank credit
or supplier credits). Procurements of hospitals, clinics and district
health departments are financed from state budget or from the
local administrations own resources.
Points of contacts.
A) American Embassy
U.S. Department of Commerce
U.S. Foreign Commercial Service
Mr. William Crawford, Commercial Attache
Mrs. Doina Brancusi, Commercial Specialist
Str. Tudor Arghezi 7-9
Bucharest, Romania
Tel. (40-1) 210-40-42/345; Fax (40-1) 210-06-90
Ministry of Health
Medical Equipment Department
Ms. Dana Muresan, Director
Str. Ministerului 1-3, Bucharest, Romania
Tel/Fax (40-1) 323-81-24
Trade publications:
1. "Viata Medicala" (Medical Life)
Str. Ministerului 1-3, Sector 1
Bucharest, Romania
Tel. (40-1) 615-61-09
Fax (40-1) 615-69-80
Contact: Mihail Mihailide, Director
2. "Romania UP DATE" - Medical Division
Str. Popa Nan 70, Sector 2
Bucharest, Romania
Tel/Fax (401) 322-01-73
Contact: Dr. Mugur Valentin Geana, Editor
3. "Medicina Moderna"
Str. Garii de Nord 2, Sc. 2, Ap. 11, Et. 1, Sector 1
78123 Bucharest, Romania
Tel. (40-1) 637-74-14
Fax (40-1) 312-25-59
Contact: Lorin Vasilovici, Director General
Importers/ Distributors
1. Cordmedica
Mr. Radu Codreanu, Manager
Bdul. 1 Decembrie 1918, No. 31/2
4300 Tg. Mures, Romania
Tel/Fax (40-65) 16-43-65
2. DANSON
Mr. Marian Stroe, Director General
Blvd. Dacia 88, Sector 2
70256 Bucharest, Romania
Tel. (40-1) 619-29-63
Fax (40-1) 211-62-97
3. INTELMED
Mr. Titu Petrosanu, President
Str. Toamnei 38
Bucharest, Romania
Tel/Fax (40-1) 619-17-58
4. A&Z INT'l 2000 Srl
Mr. Sorin Stanescu, Director
Calea Giulesti 248
Bucharest, Romania
Tel. (40-1) 220-99-09, 220-90-57
Fax (40-1) 220-53-15
5. S&T Systems & Technologies
Mr. Ioan Valcu, MPG Account Manager
Blvd. Dimitrie Cantemir 1, Sector 4
Bucharest, Romania
Tel. (40-1) 323-72-50, 323-72-70
Fax (40-1) 323-72-00
6. Sokis Invest Srl
Mr. Carol Koszegi, Director General
Str. Polona 7, Sector 1
Bucharest, Romania
Tel/Fax (40-1) 211-75-57
In Romania, there are also other healthcare networks which belong
to such central organizations as the Ministry of National Defense,
the Ministry of the Interior, the Ministry of Transportation and
the National Agency for Communications. The acquisition of medical
equipment is made by methods similar to those used by the Ministry
of Health (from supplier credits, and from direct budgets.).
Source:
US Dept. of Commerce
Demographics & Economic Situation
Source: Factbook.net
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Country Reports & Market Analyses
