The operating room has traditionally been one of the highest revenue generators for healthcare organizations. As reimbursement has declined, so have the profits for surgery. This has caused healthcare organizations to examine the potential for improving their bottom line more closely by improving supply management in the operating room. Traditionally, this area has “flown under the radar” because hospital leadership is reluctant to challenge surgeon and staff practices. Given the need to become more financially solvent and operationally efficient, healthcare organizations are now looking at supplies in the operating room as a potential area where new savings could be generated. The operating room represents 40-60% of total hospital supply expenditures, but improving supply management in the operating room, has long been a challenge. Poor inventory management, physician preferences, actionable data, lack of standardization, and inefficient practices all contribute to a system that is costly and ineffective.