Firms cannot be competitive if their information system and business strategies are not aligned. The Strategic Alignment Model (SAM) developed by Henderson and Venkatraman (1993) considers strategic alignment as a standalone challenge between a single company and its information system. This concern of alignment has not been empirically extended to the inter-organizational level. This research raises the question of inter-organizational alignment and follows how companies, embedded in a supply chain, adapt their information systems and organizations while implementing IT driven innovation. We conduct a single case study on a RFID project in a jewellery supply chain. This supply chain is made of a middle-sized retailer (MSR), composed of headquarters and 80 Stores, and one single supplier, a logistic services provider (LSP). By combining a RFID project framework and the Strategic Alignment model, this paper provides some answers to the dynamics of alignment and highlights various sequences according to the different phases of the project. Through a single case study, this paper finally proposes to extend the alignment perspectives of the SAM Model to the inter organizational level.