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Case Study-Bracket International-The RFID Decision

Case Study-Bracket International-The RFID Decision

Operational Issues

Automated identification technologies have advanced to facilitate various processes among industrial manufacturing systems. The development of these processes is motivated by the need to decrease human errors common when targeting objects. A barcode is one such example of a technology that can read the information on tagged items to identify various types of products in the manufacturing sector. Furthermore, more advanced technologies that automatically recognize targets have come forth to capture data and enter it more conveniently into the system than the barcode. The radio-frequency identification device (RFID) system is one of the technologies whose capabilities attain real-time data analysis. This report looks at the difference between the barcode and RFID, potential risks in adopting technology too early, and possible short-term and long-term recommendations that Mr. Bracket can recommend to realize operational efficiency.

RFID Compare to Bar Coding

RFID and Bar Coding are similar in various ways. One of these is that both barcode and RFID identify product items per their identification (ID) number (Akbari et al., 2015). Typically, as with RFID, barcoding detects objects, with the host computer monitoring its data. The primary difference is the higher cost of bar codes, which makes RFID technology more replaceable (Akbari et al., 2015). Even so, the two differences have distinguishing characteristics. One of the chief differences between RFID and barcoding is that the earlier technology does not need direct light to detect an object since it utilizes radio waves captured by the reader (Akbari et al., 2015).

On the other hand, a bar code reader scans the ID when properly positioned and usually scans the ID in the presence of light (Akbari et al., 2015). Another difference between the two technologies is that RFID detects products positioned further from it while bar codes can scan the ID of a product placed approximately less than 15 feet (Akbari et al., 2015). Additionally, data in the RFID tags can be updated as often as the interrogator wants, while a bar code allows an interrogator to write or read data in tag memory.

The Risks of Adopting Technology Too Early      

Adopting a new technology too early is associated with several risks. One such risk involves high retail prices. Technological development is a dynamic process, implying that a stream of new products is always released on the market (Akbari, Mirshahi & Hashemipour, 2015). In the case of Bracket International (BI), adopting new technology for monitoring and controlling the flow of materials means that it will pay the maximum price that the technological solution is worth since its price hardly increases. Another risk of adopting technology is the possibility of immediate loss of value (Akbari, Mirshahi & Hashemipour, 2015). BI is more likely to lose its value if it adopts RFID too early. The reason for this argument is that technologies usually become obsolete very fast, eventually rendering the firm incapable of fetching the same buying price if it were to be resold. Another possible risk of adopting technology too early relates to compatibility issues. BI essentially puts itself at risk if it adopts RFID technology too early (Akbari, Mirshahi & Hashemipour, 2015). Illustratively, the company may experience the adverse effects of defects, glitches, and bugs before the technological solution goes live. Therefore, the company should consider adopting RFID at the right time to realize its entire operational efficiency. Despite the many risks of adopting technology too early in a company, adopting technology too late also carries with it potential risks. One of the chief risks is the loss of competitive advantage. BI is poised to lose its competitive edge if it implements RFIT late. The argument is that the firm’s rivals will have the upper hand at first to deliver customer value.



The most critical short-term recommendation to Mr. Bracket is to train employees about the use of RFID to implement its adoption successfully. Training the staff about the use, features, benefits, and frequency interference or transmission problems of RFID will go a long way in helping BI to grow by meeting customer demand and meeting the demand of production. According to Tom Dieck and Jung (2017), training employees will keep them motivated about the change and eventually realize more profitability for an organization (Tom Dieck & Jung, 2017). Therefore, trained staff will be better positioned to deliver BI’s corporate mission. Accordingly, a long-time recommendation for Mr. Bracket is to involve relevant stakeholders before adopting the new technological solution. Studies show that consulting relevant stakeholders with specific domain knowledge and expertise is a recipe for gaining support from end-users and stakeholders. In this way, I will realize the long-term benefits of increased productivity, accountability, and efficiency.


Akbari, A., Mirshahi, S., & Hashemipour, M. (2015). Comparison of RFID system and barcode reader for manufacturing processes. 2015 IEEE 28Th Canadian Conference on Electrical and Computer Engineering (CCECE). doi: 10.1109/ccece.2015.7129326

Tobbin, P., & Adjei, J. (2012). Understanding the characteristics of early and late adopters of technology. International Journal of E-Services and Mobile Applications4(2), 37-54. doi: 10.4018/jesma.2012040103

tom Dieck, M., & Jung, T. (2017). Value of augmented reality at cultural heritage sites: A

stakeholder approach. Journal of Destination Marketing & Management6(2), 110-117. doi: 10.1016/


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How does RFID compare to barcoding?

What are the risks of adopting a new technology too early? Too late?

Case Study-Bracket International-The RFID Decision

Case Study-Bracket International-The RFID Decision

What do you recommend Mr. Bracket do in the short and long terms? Explain your reasoning.

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