Keeping track of inventory by introducing a track and trace system -A case study at Svenska Mässan Gothia Towers AB

Abstract

Title: Keeping track of inventory by introducing a track and trace system. A case study at Svenska Mässan Gothia Towers AB. Thesis degree: Master’s degree Project in Logistics and Transport Management. Authors: Fredrik Gullberg and Cajsa Larsson. Supervisor: Sharon Cullinane. Purpose: The purpose of this thesis is to investigate whether the implementation of a track and trace system would result in increased warehouse control. This will be answered by conducting a case study at Svenska Mässan, an exhibition and congress centre with millions of visitors per year. Research questions: (1) What impact would an implementation of a track and trace system have in regard to keeping track of inventory and decreasing loss at an exhibition and congress centre? (2) What are the main challenges when implementing a track and trace system? Method: A single descriptive case study conducted at Svenska Mässan Gothia Towers AB, one of northern Europe’s biggest players in the exhibition and congress industry, located in Gothenburg city centre. Empirical findings from observations and semi-structured interviews have been presented in a narrative style. This is followed by a thematic analysis where the theoretical framework and the empirical results are combined. Main findings: An implementation of a track and trace system would allow Svenska Mässan to increase their inventory control and management through improved visibility. Svenska Mässan would decrease their current inventory losses, increase efficiency of operations, reduce resource costs in terms of labour, and reduce customer compensation performed by the After Sales department. A number of AIDC technologies are compared to the organisation’s requirements and needs, and a combination of active and semi-passive or passive RFID tags are found to be the most suitable one. There is a number of challenges believed to occur during the implementation; (1) change resistance, (2) high variation of technological competencies amongst operative staff, and (3) involving external contingency staff in following new routines and guidelines. The authors propose a number of managerial and practical implications which Svenska Mässan can pursue in order to manage the identified possible challenges.