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Healthcaresupply chain management entails the procurement of resources,management of supplies, and the delivery of goods and services topatients and caregivers. The process faces challenges due to theinability to track and find apparatus, poor monitoring of theft,problems with distribution management, and the billing ofpatients.&nbspThe New York – Presbyterian/Hudson Valley Hospitalhas the goal of attaining high profits and employing a top edge intechnology. However, the inefficiencies concerning supply chain leadto high costs, which lower the goal of improving profitability. Thehospital faces the problem of aligning the supply chain to the modelof delivering care(AlbertoCoustasse, 2016).Many stakeholders are involved in the supply chain flow among thembeing manufacturers, distributors, regulatory agencies, group –procuring organisations, and the hospital. This guarantees that thepatients access the life-saving tools, and the caregivers have vitalmedical products.

TheNew York – Presbyterian/Hudson Valley Hospital’s supply chainmanagement faces the challenge of its physicians wanting to use acertain product or equipment. This is because their training mighthave been based on it, but the hospital executives may not approve asthey aim at cost cutting to increase profitability. To distribute thesupplies, the hospital uses the requisition-centered system where thehospital’s main store controls and replenishes inventory. Thetrackingand security of supplies to guard against theft is also compromisedin the store or during the shipping.Additionally, hoarding is experienced as some doctors and nursesaccumulate items to reduce the necessity to go to the main storefrequently. This causes material waste as the supplies end up beingleft unused in patient rooms. The practice hinders the hospital’sprofitability especially when the inventories are thrown away(Oranje-Nassau,Schindler, Vilamovska, &amp Botterman, 2012).Lastly, the supply chain management faces the issue of damagedproducts, which makes the product to be regarded as counterfeit orexpired. This implies a threatened patient life or ineffectiveness.Therefore, the inventory will reduce as they will not be availablefor patient and caregiver’s use.

Informationtechnology solution

Dueto costly supplies in New York – Presbyterian/Hudson ValleyHospital, the radio – frequency identification (RFID) technologycan be sought to reduce these expenditures. RFIDis a wireless system that employs the radio-frequency electromagneticfields to acquire data for tracking and ascertaining items. Itsuse in medical supplies and equipment monitoring will lead toefficiency, increased service quality, and lowered costs. Theequipment will be tracked and located quickly, distributions willtake place faster, and theft incidences will be reduced.

TheRFIDtags scan devices to enable one to identify their location, contents,date of manufacture, shipping data, and order numbers to be conveyedto the right person for use. The RFID can be used in trackingpatients and blood, inhibiting pharmaceutical counterfeiting, andsupply and device tracking. Currently, bar codes are used, but theneed to scan them and the manual cycle counting to reconcile at –hand inventory, and the supplies make it cumbersome. This is due tomuch time consumption and dependence on human precision. The problemswill be handled well by employing the use of RFID, which has theantennaand chip as key components. The radio waves can enter variousmaterials and monitor items over a wide range, unlike the bar codes(AlbertoCoustasse, 2016).The mobile equipment tracked by RFIDentails the infusionpumps, wheelchairs, and blood supplies. This will lower themisplacement levels of the mobile assets in the hospital.

TheRFIDtags exist in two types. The passive tags can store and transferinformation but lack a source of power. The other type is the activetag, which transmits information, and has an integrated battery. Theycontinuously transfer and receive signals over elongated distances,and store significant amounts of data. The active tags can be used inthe infusion pumps to help them transmit information about theirlocation for precise location by the staff(Roark,2014).On the other hand, the passive tags can be used to count and trackthe surgical sponges because they are only used once. This systemwill help the NewYork-Presbyterian/Hudson Valley Hospital to reduce purchases throughthe ease of locating equipment when required. Consequently, costs inassetinventories will reduce.

Howthe information technology solution aligns with the current businessneeds

Thecurrent operational requirements of New York-Presbyterian/HudsonValley Hospital include attaining profitability and employing a topedge in technology. Using RFIDalignswith these needs because it will help reduce the problems facingsupply chain management like theft, hoarding, high costs of placingorders, and stock-outs to ensure supplies for patients andcaregivers. Hence, it will ensure the hospital gets its revenueguaranteeing profitability. Additionally, it will enhance the goal ofadoption of technology by the hospital. The stakeholders I willconsult to determine this solution meets the hospital’s needs arethe finance manager and the information technology manager. I willexplain to the finance manager the subsequent cost reduction for thehospital. Theinformation technology manager will help in ensuring that therequirements of RFIDfit into the hospital’s architecture(Roark,2014).I will suggest that they put in place systems that will confidentlyaccommodate RFID. Hence, the hospital’s information technology willgrow.


AlbertoCoustasse, C. (2016). Impactof Radio-Frequency Identification (RFID) Technologies on the HospitalSupply Chain: A Literature Review.PubMedCentral (PMC).Retrieved 17 November 2016, fromhttps://www.ncbi.nlm.nih.gov/pmc/articles/PMC3797551/#B15

Oranje-Nassau,C., Schindler, H., Vilamovska, A., &amp Botterman, M. (2012). Policyoptions for Radio Frequency Identification (RFID) application inhealthcare a prospective view(2nd ed.). Santa Monica, CA: RAND.

Roark,D. (2014). Managing the Healthcare Supply Chain. NursingManagement (Springhouse),36(2),36-40. http://dx.doi.org/10.1097/00006247-200502000-00012