Chadha et al (2013) [9] explores how supply chain management (SCM) integration can improve the quality of healthcare systems. SCM can aid in the creation of better facilities for product design research. Moreover, SCM improves forward and backward integration. A positive level of strategic partnership with suppliers, coupled with an efficient ordering system and integrated inventory management can enhance forward integration; a good level of communication and interaction with patients greatly helps with backward integration. Having high levels of forward and backward integration then improves the overall quality management of hospitals. However, improving SCM will inevitably increase costs. Detlef et al (2011) [10] discusses a transformative hospital supply chain that balances cost with quality healthcare. The hospital supply chain undergoes three stages of maturity. At the foundational level, the hospital uses a segmented approach and delivers each departments need, making sure that supplies are available. After this level, an optimization model is adopted. A close relationship and collaboration between different hospital departments is strived for so that costs can be reduced through economies of scale. Also, the outsourcing of non-core SCM functions and standardisation increases efficiency. The last stage of maturity, the transformation model, moderates cost and the level of satisfaction among patients. To achieve the transformation mode, collaborative governance, automated and integrated IT systems and streamlined processes such as procurement and materials management are necessary elements. There are several internal inventory management policies that companies have used to improve SCM. Gebicki et al (2013) [3] explores the medication inventory policies in hospitals. A bullwhip effect the increase in demand variability when moving upstream in supply chain was identified. Information sharing, channel alignment and operational efficiency were proposed to handle the bullwhip effect. 4 policies were analysed. The first policy adopts a classical method to determine reorder points and par levels. The second policy, similar to the first, is modified with reorders made based on the criticality of the drug. The third policy determines if a drug should be placed in a dispensing machine. Similar to the third policy, the fourth policy includes the ordering of drugs for the main pharmacy as well. Claudia et al (2014) [4] suggests the point-of-use hybrid inventory policy. This policy is a combination of periodic stock replenishment with reactive stock replenishment whenever the inventory level is low. Automated dispensing machines are utilised and this increases inventory visibility, improving the dispensing and control of hospital supplies. Amrik et al (2012) [5] cites collaborative methods that can be harnessed to enhance hospital supply chain. Danas (2002) proposes forming a virtual hospital pharmacy where information on different pharmaceutical stock-keeping units around the same geographical area can be accessed, allowing supplies to be shipped out when required. A classification framework where drugs are ranked in order of importance is also adapted for the virtual pharmacy. Nicholas (2004) suggests the outsourcing non-critical medical supplies while Scheller and Smeltzer (2006) suggest the outsourcing of distribution function, which allows the hospital to allocate capital to other critical functions. Whitson (1997) recommends that a just-in-time (JIT) system is suitable for the materials management and pharmacy departments. Rivard-Royer (2002) tested a hybrid stockless method in which the stockless method was merged with the traditional way by distributing goods through a hospital central store. The central store will then separate items into point-of-use quantities and supply to individual patient care units. The vendor managed inventory (VMI) system where the supplier monitors retailers inventory levels and makes periodic replenishment decisions could accurately determine the consumption levels in the hospital. Bendavid et al (2010) [6] proposes the use of radio frequency identification (RFID) in the replenishment process of medical supplies. RFID is used in patient safety, inventory management and asset tracking in the hospital setting so far. RFID can be further harnessed into the RFID-enabled e-kanban replenishment solution, in which a replenishment signal is detected when the item storage location is empty, serving as a signal for the delivery of items. Besides inventory management techniques, Nazar et al (2013) [1] discusses a procurement strategy in supply chain management - a hybrid approach for integrated healthcare cooperative purchasing and supply chain configuration. The purpose of the approach is for hospitals to form Group Purchasing Organisations (GPO) so that supplies can be ordered in bulk, and costs are reduced. However, issues regarding cooperation and order size between hospitals in a GPO arose from this approach. The solution proposed is to consolidate purchasing cooperation without mandatory compliance from hospitals. Information regarding the hospital's supply chain structure and transactional data should be obtained and then analysed. It is recommended to adopt the best hospital structure among the GPO that minimises total cost to enhance supply chain management. Apart from procurement strategies and inventory management techniques, Wafi et al (2013) [2] provides additional insight on the effects of knowledge management on the hospital supply chain. Inept knowledge management results in a knowledge disparity and misunderstanding between supplier and beneficiaries. This knowledge revolves around medical procurement, management of supply chain, relationship to the user and procurement process. A gap in professional culture due to different backgrounds and working environment of beneficiaries and supplier also results. Human communication and interaction are required to bridge this gap. Lastly, being overly dependent on management science techniques, which are insufficient, should use mixed techniques. These effects of inept knowledge management eventually lead to project failures. Chen et al (2013) [7] present a relational view that enhances hospital supply chain performance. Having hospital-supplier integration is able to enhance hospital supply chain performance as delivery speed of suppliers and responsiveness to customers improved. Hospital-supplier integration can be achieved through high levels of knowledge exchange, strong IT integration between hospital and suppliers, and trust between hospitals and key suppliers. These factors eventually improve hospital-supplier integration, and hospital supply chain performance is enhanced.