The next step is to go beyond order-of-magnitude cost and benefit estimates, and the estimated benefits described, to develop an actual financial case for action. The question being answered at this point is: Why are we going through the proposed set of activities supporting this RFID strategy? The answer must provide a reason for developing, selling, and delivering an RFID-based solution or system to customers those demanding compliance and those unsure of the overall benefits. Where costs are still unknown and new technologies expected to have an impact, reliable ranges can be used, but the purpose is to document what will be encountered, so the risks can be evaluated and kept under control. Pilots and tests, of course, can be a part of this effort, as the mysterious becomes more concrete.

During this part of the effort, the focus should be kept on business process improvement rather than technology, using the former to get the processing correct and the latter to enhance the processing. As the RFID strategy progresses and alignment around its concepts takes place, it is extremely important to keep the focus on improving the business processes in need of change, rather than adopting the technology and developing its use. A firm should take a holistic look at its business operations to identify the most significant threats and opportunities. RFID should play a role in completing and enhancing the business processes involved and helping to create a leading system. The best...