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The successful implementation of an RFID strategy depends on a clearly understood and well-supported plan in the company. These six steps should be each be carefully understood and applied for a successful implementation:

1. Create an RFID Policy for the company. This basic step requires the company to agree on the objectives of RFID implementation, the technology to be deployed, define the data structure - ie what information needs to be stored about each item. This document should be regularly reviewed to ensure that it is updated as implementation issues are resolved, but it should be treated as the company policy for implementation to avoid different departments addressing the issues in their own ways. Obtain high level backing for the strategy and plan - at Board level if possible.

2. Document the Reasons for Adoption. This document should describe and quantify why the company is implementing RFIDs. These could include a mandate from a key customer, a desire to increase efficiency of internal processes, a move to integrate information between suppliers, the company itself and it's customers, and the financial costs and benefits of adoption should be estimated and documented. Remember that the benefits can include both direct benefits in labor savings as well as indirect savings or beneifts to customer relationships in being able to accurately track their shipment throughout the manufacturing and delivery processes.

3. Develop an implementation model. This document will define the implementation strategy, covering such items as the proposed technology provider (and second supplier in case the first can not deliver the required capability on time), safety issues associated with implementation, discussions and agreements with unions, staff communication plan, testing processes etc.

4. Deployment Plan. Choose the easiest and fastest implementation application so that the company can see an immediate gain, and the initial teething troubles will be manageable. Avoid the temptation to work on the area of maximum pain for this first implementation as the issues and problems may cause the whole project to flounder. Choose a small facility, where as many variables as possible can be controlled. Get the hardware implemented and properly tested and operational, and sort through the software issues in this test environment.

5. Manage the Consitituents. Ensure that the plan is fully supported at all levels - from the Executive Board down to the shop floor, so that those directly involved or impacted by the introduction know what the aims are and are supportive of the changes. Make sure that the technology suppliers are fully involved as Partners in the plan, to maximise their support and have the ownership of the plan clearly understood. Publicise the progress and gains made, and confirm the results against the initial Reasons for Adoption.