Start with the problem to solve, not with the hardware. Three metrics are enough to qualify an RFID project: the time spent taking inventory, the gap between theoretical and counted stock, and the error rate on picking or dispatch. Record them before buying anything. Without a starting value, a pilot will prove nothing to anyone.
Then count. Number of objects, number of sites, number of read points per day. And settle the granularity: the unit (a laptop, a tool), the batch (a carton, a pallet) or the reusable container (a crate, a bin). That choice determines the label volume, and therefore the RFID budget before the first quotation.
One last decision, the boundary of the project: RFID identifies and locates at a given moment. It manages neither depreciation, nor contracts, nor allocations. That work belongs to the software, and confusing it with the technology is the leading cause of disappointment at the end of a rollout.
If the scope includes people's access - doors, zones, workshops -, treat it as a second subject. RFID badges and cards are read from a few centimetres away, with a separate reference database and separate data protection rules. For an overview of the technology before framing anything, our article understanding RFID in 10 points gives business and IT teams a common base. And to quantify the expected gain on counting, our field feedback on RFID inventory sets out the time items to record.