Healthcare organizations often face "roadblocks" when trying to make the supply-chain more efficient. One major issue is "provider preference items" - such as a doctor insisting on a "brand name" drug for patients, despite cogent evidence that the less expensive generic is just as effective.

Provider preference items can drive the cost up, without providing better outcomes for the patient.

Many hospitals use a provider preference card system to manage inventory; however, basing inventory on such preferences can result in significant cost variation.

If you were the Supply Chain manager, how would you try to address this?