SWOT Analysis: The 7 Success Factors Of RFID

Based on the authors of the SCM Review article, “The 7 Success Factors of RFID”, the seven steps to implementation are as follows: The first step of the implementation process is for a company to “develop a clear strategy with top managements support” A good way to develop a clear strategy is by making a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of what RFID technology could do for their supply chain. A SWOT analysis is a way for businesses to analyze their current strengths, weaknesses, opportunities, and threats. The clear strategy, whether it is the SWOT analysis or another route, needs to be done with the support of top management. This can be very difficult because senior management is used to doing things a
This will be a test for the company to see if it is worth the substantial investment or if they should look to other options. Since the cost is quite hefty for implementing throughout the supply chain, the company may test it with one of their first tier suppliers; these are the suppliers that they do business with directly. This would require some research to determine which of the first tier suppliers they would like to start with, but it is important that the supplier be shown what is in it for them as
Now that there is some data from the small project, it will be easier to get more of the first tier suppliers on board with the adoption. After this, the company can look to include second and third tier suppliers, which are the suppliers of their suppliers that they are indirectly connected with. The article from which the steps were derived states it simply, “start small, dream big" As more suppliers come on board, it will help to speed up the implementation process of the RFID technology throughout the entire supply chain. The fourth step in the process would be “to continually improve the procedures” Continuous improvement is a big part of the supply chain in today’s business practices and is commonly known as, the Toyota lean production system or six-sigma management. It comes from the Kaizen philosophy, which was termed in the 1930’s by MasaakiImai and focuses on continually improving processes and management. The philosophy teaches management that there is always room for improvement in some way, there is always room to grow and improve the