1. •RFID
• CENTER OF EXCELLENCE
page 1Confidential- For discussion purposes only

2. page 2Confidential- For discussion purposes only
Mission: Why Do We Need an RFID IT COE?
• Leverage our leadership in RFID IT for competitive advantage and showcase
our technology learnings.
• Consistently manage and execute successful implementations of RFID within
EX CO using ‘ROI driven and Value Added’ best practices and methodology.
• Manage, evaluate and prioritize the demands on RFID IT from EX CO
Business Units
• Provide a mechanism for evaluating developments in RFID products,
business processes, technologies and solutions for adoption at EX CO
• Practice Continuous Improvement by using an iterative design, build, test,
deploy, evaluate loop.

3. page 3Confidential- For discussion purposes only
Objectives: Because….. We have To!
1. Knowledge Management- Intelligently accumulate and distribute RFID knowledge.
2. Technology Evaluation- Leverage work done from other internal RFID implementations
and by COEs around the world to further evaluate RFID technology from a business
adoption framework.
3. Vendor Evaluation- Continuously evaluate vendor offerings to keep pace with industry
technology advances.
4. Standard Setting- Drive standard setting worldwide to ensure EX CO needs are met,
or exceeded.
5. Benchmarking- Benchmark and showcase ‘Best of Breed’ solutions for EX CO.
6. Systems and Process Integration- Plan and provide for a closed loop integration with
business process and other enterprise systems.
7. Program Management- Demonstrate viability of RFID solutions and create a
Deployment, Support, Pricing and Engagement model to enable services to be
provided objectively.
8. The Bottom Line- Develop measurement and metrics models to show ROI, Value
Addition and Business Process Improvement.
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

4. page 4Confidential- For discussion purposes only
Knowledge Management
Set up a system to intelligently accumulate and disseminate our knowledge of
RFID IT in
– Technology
– Core Team, Previous implementations, EPC Global leadership and Vendors
– Best Practices
– Document results from previous internal RFID deployments and other COEs around the
World.
– Address compliance with EPC Global standards, industry mandates, etc.
– Evaluate how Vendors claims of ‘Best Practices’ stack up to EX CO standards.
– Which ‘independent 3rd party evaluations’- Gartner, Meta, Forrester, etc. are meaningful
and reliable.
– Scanning media releases and publications for latest developments
– Business Case Studies
– Business Challenges encountered and analysis performed.
– Solutions proposed and criteria used for evaluating solutions.
– Describe the ‘Implementation Experience’ and compare actual results to projected
results.
– What would we do differently and why?
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

5. page 5Confidential- For discussion purposes only
Technology Evaluation and Adoption
• Leverage the work done during previous internal RFID deployments, and by
other COEs around the World to further evaluate RFID technology from a
business adoption framework in terms of
– Architecture
– Software
– Inter-operability
– Worldwide Standards
– Operating Systems
– Languages
– Worldwide Support and Service
– Communication
– Connectivity
– Proliferation
– Hardware
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

6. page 6Confidential- For discussion purposes only
Technology Evaluation- Capabilities, Technology
Maturity Matrix
Technology
Unsophisticated
Capabilities
Sophisticated
Advanced
Functionality
Limited
Functionality
Create several matrices
like this to evaluate
different kinds of technology
like middleware, devices,
messaging, etc. Evaluate only
the vendors in Quad 4.
Vendor x
Vendor yVendor a
Vendor c
Vendor d
Vendor b
Quad 3
Quad 1
Quad 4
Quad 2
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

7. page 7Confidential- For discussion purposes only
Vendor Evaluation
• Evaluate Vendor Solutions on a Scheduled Framework
• Actively engage vendors to isolate viable solutions
– Marketing collateral
– Presentations
– White papers
– Seminars, Conferences and Webinars
– Demos
– Site visits and references
• Work with vendors to customize solutions to EX CO needs in a controlled
environment
– Business Case
– Proof of Concept
– Prototype in the RFID IT COE Lab
– Design, Build, Test, Deploy, Evaluate… Loop
3
Vendor
Evaluation
1
Knowledge
Management
2
Technology
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

8. page 8Confidential- For discussion purposes only
Vendor Evaluation
Technology
B2B, E2E
Infrastructure
Maturity
ERP, SCM, WMS
Middleware
EAI, Messaging
Tier 1
Tier 2 Tier 3
SAP
Tibco
OAT 4.0
Connecterra
Viewlocity

9. page 9Confidential- For discussion purposes only
Standards Setting
• Drive standards setting to ensure EX CO needs are fully addressed, EX CO
leadership continues, and EX CO interests are adequately protected by
leveraging participation in the Industry Standards Organization- EPC Global
• Extend participation further by driving standards worldwide
• Upstream
– Device Manufacturers
– Architects and Designers
– Software Developers
• Downstream
– End users
– Business Owners
– Solution Partners
– System Integrators
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

10. page 10Confidential- For discussion purposes only
Benchmarking
• How do the RFID IT COE implementations stack up to the rest of the
industry
– Elapsed time from ‘Opportunity Development’ to ‘Implementation’.
– Measurement and metrics comparisons
– ROI
– Value added
– Employees trained
– Business Processes improved
– Redundant Processes eliminated
– Backlogs eliminated
– Cycle time improvement
– Uptime/downtime
– Support metrics
– Customer Satisfaction metrics
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

11. page 11Confidential- For discussion purposes only
Showcase Best of Breed Solutions for EX CO
• Create ‘Best of Breed’ solutions for EX CO
– Showcase these solutions to IT Mgmt and EX CO business units
– RFID Solutions events for Executive Management
– Presentations at EX CO councils- Procurement Council,
Logistics Council, Supply Chain Council, etc.
– Create awareness and success of RFID solutions at the right
levels.
– Push information out through multiple channels
– Website
– White papers and case studies
– Presentations, Demos and site visits
– Video, DVD, Conferences
– RFID IT COE Lab for showcasing technology and R&D
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

12. page 12Confidential- For discussion purposes only
Integration with Business Processes and Enterprise
Systems
• Plan and provision for a closed loop Integration with Enterprise
Management Systems to ensure seamless ‘end-to-end’ visibility.
– Enterprise Resource Planning
– Supply Chain Management
– Freight Management Systems
– Freight Cost Management
– Logistics Management Systems
– Warehouse Management Systems
– Transportation Management Systems
– Customer Relationship Management
– Human Resource Management Systems
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

13. page 13Confidential- For discussion purposes only
Closed Loop RFID Solution Design
Concept,
Prototype
Pilot, Test
and Deploy
Integrate with
Enterprise
Management
Systems
Feedback-
Incorporate into
Design
Process
Assess
Design
Develop
WMS
SCM
ERP
Modular
Reusable Scalable
Standards
Based
The COE has to
think about
integration with Business
Processes and
Enterprise systems
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

14. page 14Confidential- For discussion purposes only
Demonstrate viability of RFID solutions
• What is in it for me as a business manager?
• Why should I care about this technology?
• What makes it so different?
• Does it really work?
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

15. page 15Confidential- For discussion purposes only
Deployment, Engagement, and Support Model
• Prioritize deployment of RFID solutions
– How will the RFID IT COE manage the demand?
– Mandated implementations.
– ‘Critical Path’ implementations.
• Prepare an engagement model for implementing RFID solutions
– Program Management
– Project plans
– Resource plans
– Implementation plans
– Training plans
• Create a sustainable support model for RFID enabled locations
– Support levels and SLAs.
– Vendor support contracts- EX CO, 3PL.
– Transition plan for support to regular Tech Support.
• Determine pricing for services to be rendered.
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

16. page 16Confidential- For discussion purposes only
Bottom Line- ROI and Value Creation
Develop models to show ROI, Value Addition and Business Process improvement
• Return on Investment and Value Addition
– Investment Model
– Measurement time table
– Success Benchmarks
– Minimum Floor
– Expected Value
– Value over Time
– Returns and Savings Models
• Business Process Improvement
– Logistics Value Analysis
– Productivity
– Execution Cycle Times
– Flexibility and Agility
– Customer satisfaction and loyalty
– Job satisfaction, and retention
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

17. page 17Confidential- For discussion purposes only
Deliverables
• Knowledge Management: PDS, Project Plan, Resource Plan and the
Implementation Plan for developing a knowledge management system.
For example, how will information be collected, how will it be collated
and tabulated, how will it be accessed, how will it be updated, etc.
• Technology Evaluation: PDS, Project Plan, Resource Plan and the
Implementation plan for Technology Evaluation. For example, the
methodology for determining technologies to evaluate, prioritization of
technologies to be evaluated, evaluation criteria, etc.
• Vendor Evaluation: PDS, Project Plan, Resource Plan and the
Implementation Plan for Vendor Evaluation. For example, how will we
categorize vendors into tiers, how will we determine which vendors
products we will evaluate, what is the progression, or elimination
mechanism for engaging vendors from initial contact to full scale
prototyping and implementation.
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

18. page 18Confidential- For discussion purposes only
Deliverables
• Standards Setting- PDS, Project Plan, Resource Plan and the
Implementation Plan for involvement in Standards Setting. For example,
what activities will we endow, chair, sponsor, participate and contribute;
who will represent EX COs interests, how will concerns and issues be
funneled to the rep, how will we extend our influence upstream and
downstream.
• Benchmarking and Showcasing Best of Breed Solutions- PDS, Project
Plan, Resource Plan and the Implementation Plan for Benchmarking.
For example, what are the applicable benchmarks, how will data be
collected to measure benchmarks, who will measure and report on the
benchmarks, what steps will be taken to address gaps, who will
determine what ‘Best of Breed’ is, how will ‘Best of Breed’ solutions be
showcased, how will EX CO councils be engaged, etc.
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

19. page 19Confidential- For discussion purposes only
Deliverables
• Systems and Process Integration- PDS, Project Plan, Resource Plan,
and Implementation Plan for achieving Systems and Process
Integration. For example, what is the mechanism for determining
business processes affected by RFID, how are those processes
affected, what are the implications, which enterprise systems will be
interacting with RFID, what is the communication protocol, data
exchange protocol, etc.
• Program Management- PDS, Project plan, Resource Plan and
Implementation Plan for the RFID IT COE Program. For example, how
will we manage and prioritize the demand for services, what is our
operating model to deliver services, how will we support the sites after
implementation.
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

20. page 20Confidential- For discussion purposes only
Deliverables
• The Bottom Line- PDS, Project Plan, Resource Plan and the
Implementation Plan for developing models for gathering metrics and
measuring performance. For example, help business units understand
the impact of RFID on their processes and systems, work with them to
identify meaningful metrics to gather and measure, extend their current
measurement regime to include investments in RFID, etc.
1
Knowledge
Management
2
Technology
Evaluation
3
Vendor
Evaluation
4
Standards
Setting
5
Bench-
marking
6
Systems and
Process
Integration
7
Program
Management
8
The
Bottom Line

21. page 21Confidential- For discussion purposes only
Resource Plan For Getting To The Baseline
Objectives
Planned
Duration
FTE
Estimated
Person
Months
Project
Manager
Architect Developer SME Functional
1. Knowledge
Management
9 months 2.5 22.5 0.25 0.25 0.50 1.50
2. Technology
Evaluation
6 months 3 18 0.50 1.50 0.25 0.75
3. Vendor
Evaluation
6 months 2 12 0.25 1.50 0.25
4. Standards
Setting
6 months 2 12 0.25 0.50 1.25
5. Benchmarking 3 months 2 6 0.25 0.25 0.50 1.00
6.Integration 9 months 3 27 0.25 1.50 0.50 0.75
7. Program
Management
6 months 2 12 0.25 0.25 0.50 1.00
8. Bottom Line 3 months 2 6 0.25 0.25 1.50
Total
48
person
months
18.5 115.5 2.25 6.00 1.25 2.25 6.75

22. page 22Confidential- For discussion purposes only
Action Plan
• Develop an Implementation Plan.
– Step by step implementation plan.
– Who does what, when, where and how.
– Roles and responsibilities
– Deliverables
– Definition
– Content
– Context
– Goal accomplishment benchmarks and metrics
– Knowledge dissemination
– Demonstrations held
– COE involvement in actual implementations

23. page 23Confidential- For discussion purposes only
Final Recommendations
• Act on the Project Plans prepared to get to the baseline.
• Look ahead to where RFID Technology is headed
– Find out what the next ‘killer-app’ in RFID is.
– RFID was mandated the last time- don’t wait for the next mandate to come!
– Get into the ‘driver’s seat’ this time around, set the specifications, lead the way.
– Get and stay ahead of the curve by dedicating staff and activities to ‘strategic’ forward
thinking activities.
• Determine what we expect to happen in the
– Next 6 months,
– Next 12 months, and
– Next 2, 3 and 5 years.
• Plan for your expectations, and be flexible enough to change your plan with
changes in technology and business needs, processes and enterprise systems.
Determine the potential impact on
– EX CO
– RFID IT COE
– Deployments
– Projects
– Consulting
• Execute the RFID IT COE objectives
– Proposed Organization structure.
– Operating model.
– Plan of record for Priorities, Cost and Resources

24. page 24Confidential- For discussion purposes only
Next Steps
• Plans for the next 10 days
– Breakdown the items mentioned in the previous slides into
– specific tasks,
– action items, and
– to do lists.
– Evaluate and prioritize activities to determine
– Who will do what, when and how
– Submit the 1st Draft of a Project Plan with enough granularity to show
– Definition
– Phases
– Tasks and Activities
– Set up RFID IT Website

25. page 25Confidential- For discussion purposes only
Character + capability: How we do things is as
important as what we do
Values
and
behaviors
Structure
and
processes
Strategy
Metrics,
results and
rewards
EX CO
No Limits™

26. page 26Confidential- For discussion purposes only
RFID IT COE Leadership framework
Values and
behavior
Structure and
processes
Strategy
Metrics, results
and rewards
• Our corporate objectives
• Our corporate strategy
• Our value proposition
• Our operating model
• Our balanced scorecard
• Our shared values
• Our standards of conduct
Strategy
• Leverage Industry leadership for competitive
advantage
• Manage, evaluate and prioritize demand from BUs
• Consistently manage and execute successful
implementations using ‘ROI driven and Value
Added’ best practices and methodology
• Enable a framework for evaluating RFID IT
products, technologies and solutions.
R
Structure & Processes
• Intelligently accumulate and distribute RFID
knowledge.
• Leverage work done during RFID
implementations and the experience of other
COEs for use in relevant business cases.
• Drive standard setting to meet EX CO needs.
• Periodically evaluate vendor offerings
• Create and showcase ‘Best of Breed solutions.
• Create a pricing model for services.
• Focus on design, development, deployment
and support.
Metrics, Results & Rewards
• Setup a framework for measurement and metrics
for Return on Investment
•Investment Model
•Adoption Time Table
•Success Criteria.
• People and Process improvement metrics
•Productivity
•Value Analysis
•Execution Cycle times.
• Benchmarking
Values & Behavior
• Step by step implementation plan to achieve
goals.
• Roles and responsibilities
• Deliverables- what did we move from the COE to
the field.
• Goal accomplishment benchmarks and metrics
• Look ahead to what comes next in RFID, and
provision for continuous improvement in
processes based on feedback and experience.

27. Acknowledgement, Credits, etc.
• Material in the foregoing was created from:
– Publicly available material from various resources;
– Knowledge gathered during more than 20 years of providing strategic
business technology consulting services during my association with
Companies like 3Com, Accenture, Barclay’s, BofA, Boeing, Bristol Meyers
Squibb, Capital One, Cisco, Consolidated Plastics, Deloitte, E&Y, GE, GM,
HP, IBM, Interfirst, KLA/Tencor, Lytton, Lockheed, Loral, KPMG,
marchFIRST, NUCOR, Oracle, Palm, PWC, SUN, US Foods, WF, etc.
– My educators at Columbia University, University of California at Berkeley,
University of Bombay, University of Hawaii, etc.
– My membership in:
• American Institute of Certified Public Accountants;
• Institute of Certified Management Accountant;
• Project Management Institute; and
• International Scrum Institute.
– Attendance of countless seminars, workshops, summits, conferences, etc.
page 27Confidential- For discussion purposes only