Achieving supply chain integration using RFID technology

Abstract

PurposeDespite the high operational and strategic potentials of radio frequency identification (RFID) technology, very few studies have been conducted about its role as enabler of supply chain integration to achieve high‐level operational efficiency. The purpose of this paper, therefore, is to be an initial effort towards bridging the existing knowledge gap in the literature.Design/methodology/approachThis exploratory research was conducted in one retail supply chain. A multi‐method approach combining a longitudinal real‐life case study and a methodology integrating several steps, including a “living laboratory” strategy was used and involved all members of a product line to analyze their contributing activities and their interface with other supply chain members; the aim being to explore the impact of RFID technology on inter‐and intra‐organizational processes and information systems.FindingsThe results provide support to the role of RFID as enabler of better integration of timeliness and accuracy data flows into information systems, business process optimization through automation, better system‐to‐system communication and better inter‐and‐intra‐organizational business process integration. Furthermore, they also validate the unique characteristics of RFID technology such as enabler of real‐time multiple tags items data collection and exchange within the supply chain and the read‐and‐write capability that may help, for example, to reuse some RFID tags within the supply chain and therefore reduce the cost related to the purchase of the said RFID tags. Finally, the study also reveals the importance of business process renovation and complementary investments during the adoption of RFID technology, in order to achieve high level of business value from the technology.Originality/valueThe paper is original in the sense that it provides some empirical support for the enabling role of RFID technology in allowing supply chain integration.

The Impact of Big Data Analytics on Company Performance in Supply Chain Management

“…In previous studies of specialists, numerous benefits related to SCM information technology (IT) optimization have been identified, such as (1) the exchange of information between SC stakeholders [57][58][59][60]; (2) the transformation of intra-and inter-organizational business processes (cancellation, redesign, automation) [61][62][63], operational efficiency [64] and revenue growth [59], profitability, and improvement of stakeholder relations [65,66]; and (3) improving relational and contractual governance by effectively mitigating the opportunism of partners [67]. In addition, BDA could also generate future opportunities for stakeholders such as obtaining a competitive advantage [68] and reducing exposure to fraud or other malfunctions [69,70].…”

Development of smart parking system using internet of things concept

“…The AMQP protocol was used due to its ability to support a request/response architecture and also a publish/subscribe architecture [22]. Compared to other protocols such as MQTT, HTTP, or CoAP, AMQP offers a more secure communication protocol [23]. AMQP employs various approaches to TLS negotiation as well as a single port TLS model, Pure TLS and WebSocket tunnel TLS [23].…”

“…Compared to other protocols such as MQTT, HTTP, or CoAP, AMQP offers a more secure communication protocol [23]. AMQP employs various approaches to TLS negotiation as well as a single port TLS model, Pure TLS and WebSocket tunnel TLS [23]. Because of the wide range and variety of messaging services, AMQP has been chosen as a business standard [24].…”

The role of knowledge management in supply chain management: A literature review

“…Liu et al, 2012;Maçada et al, 2013;Machikita & Ueki, 2013;Mentzas et al, 2006;Paulraj et al, 2008;Zhang et al, 2012); inventory management (Zhu, Mukhopadhyay & Kurata, 2012); logistics management (Norbis, Meixell & Tuggle, 2013;Rollins, Pekkarinen & Mehtälä, 2011;Viswanadham & Gaonkar, 2009) Eng Wadhwa & Saxena, 2007;Yang, 2012); SC collaboration (Braziotis & Tannock, 2011;Corso et al, 2010;Eng, 2006;Wadhwa & Saxena, 2007;Yang, 2012a); SC integration (Chen et al, 2013;Lin, 2014;Liu et al, 2013a;Nagati & Rebolledo, 2013;Shunk et al, 2007;Singh & Power, 2014;Wamba, 2012;Xiuhong, 2013;Zhang & Huo, 2013); SC interoperability (Whitman & Panetto, 2006); SC learning (Biotto, De Toni & Nonino, 2012;Tennant & Fernie, 2013) cross-functional coordination, product innovation, global manufacturing reach), KM enablers (i.e., knowledge sharing, knowledge development, internal innovation climate, culture of competitiveness, power, IT infrastructure, dependence and trust, e-business applications, networked sources of knowledge, inter-organizational communication) and performance at the SC level or firm level; (ii) SC practices and KM capabilities (i.e., socialization mechanisms and technological innovation capabilities, innovation capabilities, extraction of specific knowledge patterns, supplier relationship management capability, learning capabilities); (iii) KM strategies; and (iv) test and validate conceptual frameworks. Findings also show that conceptual models hold credibility among the qualitative research methods notice by the authors.…”

“…Through a case study in a retail SC, Wamba (2012) Singh and Power (2014) showed the potential to build innovative capability via integration through collaboration for the purpose of accessing, sharing and leveraging knowledge. Xiuhong (2013) proposed a system dynamics model of knowledge transfer as the ability to knowledge integration and expressive power.…”