Hospital supply chain management involves both internal supply chain management within the hospital as well as external supply chain management with members like wholesalers and distributors. Both internal and external integration are needed to achieve supply chain goals, and the internal supply chain is typically the weakest link. The document proposes analyzing hospital business processes and system requirements to identify barriers to efficient internal supply chain implementation. Various techniques will be applied like value stream mapping, analytic hierarchy process, and 5S to improve planning, coordination, inventory management, and reduce waste. Finally, integrating lean and six sigma practices can result in reduced waste and wait times while improving quality of care and patient satisfaction through a green lean supply chain framework.

1. Hospital supply chain management can be divided into two categories:
1) Internal supply chain management and (focuses within the hospital)
2) External supply chain management (include the members: hospitals,
wholesalers/distributors, pharmaceutical industry).
Both internal and external integration are needed to achieve the supply chain management
goals. From the literature review it can be concluded that internal supply chain is the weakest
link in the supply chain integration.
At first, we will analyze hospital’s business processes and reviewed system
requirements for the efficient internal supply chain management. we will try to identify the
barriers to internal SCM implementation by the application of value stream mapping
techniques then we will try to make the relationship between the different variables by the
use of AHP multi criteria /TOPSIS decision making method and also apply the 5s technique
that will improve the to improve the logistical system and reduce the waste by improving the
planning and coordination of materials and information system in hospital that will improve
the inventory management.
Lean manufacturing practices, with an emphasis on waste elimination, have an
affinity with environmentally conscious green practices within organizations. Integrating lean
and six sigma has resulted in reduced waste and wait time in consideration of patient’s needs,
minimization of errors and costs, better quality of care, higher employee involvement and
continuous improvement in customer (patient) satisfaction, we will try to make a process
framework that defines specific dimensions and synergies between lean and green, to support
further exploration of green lean supply chains in hospitals.