RFID, an emerging wireless technology for sustainable customer centric operations

So, Stuart (2012). RFID, an emerging wireless technology for sustainable customer centric operations. In Shah Jahan Miah (Ed.), Emerging informatics - Innovative concepts and applications (pp. 137-154) Rijeka, Croatia: InTech. doi:10.5772/37342

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Author So, Stuart
Title of chapter RFID, an emerging wireless technology for sustainable customer centric operations
Title of book Emerging informatics - Innovative concepts and applications
Place of Publication Rijeka, Croatia
Publisher InTech
Publication Year 2012
Sub-type Research book chapter (original research)
DOI 10.5772/37342
ISBN 9789535105145
Editor Shah Jahan Miah
Chapter number 8
Start page 137
End page 154
Total pages 18
Total chapters 14
Collection year 2013
Language eng
Formatted Abstract/Summary
The main applications in the first wave of RFID have been in the supply chain mainly for
improving the distribution of physical assets in the systems (Hardgrave and Miller, 2008;
Sarma, 2008). The burgeoning use of RFID technology extends its applications to both
upstream (supplier management) and downstream (retail and service) of manufacturing
supply chains. RFID tags, also called “smart labels”, together with other pervasive
computing technologies realizes lean thinking in real-life and creates a smarter operating
environment through adding value not only to customers with user-friendly shopping
experience but also to merchants with agile and responsive store operations. Harrison and
Hoek (2008), define value as relative advantage in general which is specified as perceived
benefit
obtained from the products or services in terms of the final customer, while as
economic profitability in terms of the management, and the concept can be extended to other
supply chain stakeholders as value stream which represents the value-adding processes
beginning as raw materials from suppliers that are progressively converted into finished
product bought by end-customers, such as aluminum is converted into one of the
constituents of a can of coke. Being one of the management best practices, lean thinking
preaches simplification and elimination of wasteful tasks, which is applicable to overly
complex and nonintegrated processes that are inefficient and provide little added value. The
firms following these practices have seen such dramatic improvement in performance that
lean has spread across entire supply chains leading users to map their business processes to
drive out wastes in operations, and becoming a lean enterprise has the potential to improve
operations, reduce costs and deliver services with shorter lead times (King, 2009).
Q-Index Code B1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes All chapters are Open Access distributed under the Creative Commons Attribution 3.0 license, which allows users to download, copy and build upon published articles even for commercial purposes, as long as the author and publisher are properly credited.

Document type: Book Chapter
Collections: Official 2013 Collection
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Created: Fri, 08 Jun 2012, 09:18:59 EST by Karen Morgan on behalf of UQ Business School