American Tubing, Inc. (ATI) was facing a significant challenge with scheduling. Their customers were demanding shorter lead times and ATI’s existing ERP system was not capable of providing the necessary information to respond quickly. As a result, ATI was losing business. Additionally, ATI was transitioning their equipment from manual operation to automation, and they required a system that could schedule efficiently and had machine loading capability. It was crucial for ATI to view their shop floor load at any point in time, allowing them to identify potential problems and create corrective solutions on the production line before slowdowns occurred.

Plymouth Tube Co. identified the manual nature of its product pricing process as a serious weakness during one of its annual off-site managerial meetings. Each customer service representative (CSR) prepared quotes based on price sheets, knowledge of the markets, the customers and other often undocumented “tribal knowledge.” The process itself was cumbersome, which led to frustrations for both Plymouth and its customers, especially when a back-up CSR was covering for one who was out of the office.

Fuba Printed Circuits Tunisie SA (Fuba) is one of the largest and most technologically advanced producers of double-sided, plated, through-hole and multi-layer printed circuit boards (PCBs). As a fast-growing manufacturer of PCBs, Fuba found it increasingly difficult to keep up with a growing flow of orders and production using only spreadsheets and manual processes. They needed an integrated system to bring business information together. The company was also looking for a system that could link production with engineering and support the implementation of best practices.

Dreco Incorporated, a manufacturer of injection molded plastic parts, was struggling with an outdated ERP system that was not designed to account for sales orders in real time or effectively manage data on prospective sales. The system required constant updates and was not user-friendly. Dreco needed a software solution that could handle the unique requirements of a plastics processor, including accounting for parts weighing as little as a few grams. The company also wanted a system that could seamlessly integrate all its business operations.

Vita Health Products, a leading manufacturer of natural health products and OTC medications in Canada, was struggling with its aging AS/400 system that could not meet the company's growing business demands. The company was having difficulty maintaining inventory control, keeping product on the customer's shelf, and managing cost inputs. Without forecasting capabilities, Vita Health was forced to carry more product inventory, thus increasing carrying costs and the potential for waste. The company was also suffering serious customer service problems and losing a substantial amount of business. The lack of a real MRP environment meant that forecast demands and work orders were determined and managed primarily through an extensive manual analysis via spreadsheet. This was time-consuming and costly, and it was clear that the company needed to make a change from 'business as usual'.

San Antonio Lighthouse for the Blind (SALB), a not-for-profit company providing employment to individuals who are blind, faced a significant challenge when sudden changes in market conditions threatened the loss of as much as 60 percent of their business. This forced them to move quickly to find new distribution channels to reach their customer base. Additionally, to stay competitive, they had an urgent need to reduce order-to-shipping time for their core products. In light of the changing competitive environment, time was of the essence. SALB knew the implementation of an ERP system would help them turn around products and services to customers at the speed they required and keep SALB in the ballgame.

British Airways Holidays (BAH) was facing challenges in managing customer feedback and complaints due to the limitations of their existing system. The company was unable to generate reports to identify trends or track suppliers’ performance. The previous system could not support feedback capture and handling on the scale required by BAH. The company needed a solution that could streamline processes, improve access to management information, and handle the increased volume of feedback in a consistent manner.

Argon 18, a high-end bike manufacturer, was facing challenges in meeting customer demand due to the use of three different systems that lacked centralization and consistency. The company was experiencing issues such as errors, suboptimal customer service, difficulty in estimating delivery dates, and inefficient sales processes. The management team wanted to replace these systems with a single, customizable, and flexible ERP system that would allow them to focus on their business goals rather than solving office management issues.

Isolofoam, a manufacturer of expanding insulating polystyrene foam, has been in business since 1970. The company has experienced significant growth over the last decade, which has necessitated a refinement of its management processes. Previously, Isolofoam was using two different systems for management, which were plagued with bugs and data corruption issues. This resulted in a lack of available information on the company's activities, hindering effective decision-making and process optimization.

Since its inception in 2010, Ficodis, a group specializing in industrial distribution, has expanded its acquisitions in Quebec and Ontario. Through its 13 stores, the group offers a wide range of tooling, safety, cutting, and power products targeted at manufacturing businesses and service SMEs. To sustain its growth, Ficodis required an integrated management software tailored to its acquisition strategy. Effective inventory, purchasing, and sales management were crucial for their growth as a distributor. The SME aimed to harmonize its business processes, centralize its support functions (accounting and purchasing), and reduce data entry errors that affected its productivity. Lastly, it was crucial for the company to find a human-scale ERP provider to facilitate future collaboration and development requests.

Blue Clover Devices, an international company with offices in China and the United States, faced challenges related to conducting business in multiple languages and currencies. The company's purchase orders and inventory management were being handled by two separate systems that couldn’t even talk to one another. This lack of integration was causing inefficiencies and hindering the company's growth. The company was in need of a solution that could handle their global operations and improve their efficiency.

Northeast Lantern, a manufacturer of handcrafted, solid brass and copper lighting fixtures, was relying on a system of management by spreadsheet. As the company grew, the spreadsheets became more of a problem than a solution. With no formal system for inventory or engineering and no single database, the company was struggling with growth. They had no control over their inventory because they didn’t know at any one time what they had in inventory for a specific part, finished good or subassembly. Reporting was also a manual task that was time-consuming and inefficient. The company knew that further growth would require a modern ERP solution.

As OSI grew, maintaining their high-quality metrics became increasingly difficult due to their reliance on an older, locally developed ERP system with limited capabilities. Many of their production, operations, and quality processes were managed manually, relying on spreadsheets and even pen and paper to record and track data. This resulted in errors, slow processes, and a lack of visibility into costs, inventory, time, compliance, and more. OSI needed a solution that could modernize their operations and eliminate these barriers to growth.

Schleuniger, a global business selling to high-tech industries, was in need of a new accounting system that could be accessed by its four branch offices, including locations in Canada and Mexico. The company wanted to ensure high-quality customer service across all its locations. However, the small size of the branch offices made it challenging to invest in a costly wide-area network. The company needed a solution that would allow branch offices to access pertinent business information, make entries remotely, and receive performance just like on the LAN at headquarters.

The Resource Center, a not-for-profit healthcare agency, was struggling with an inefficient and time-consuming manual budgeting process that did not allow for sophisticated analysis and planning. The annual budget process involved the creation of a Lotus spreadsheet for each of more than 200 cost centers, each containing a few years of historical data, as well as last year’s budget and actuals. The budget data was then reentered into a legacy system, with the budget cycle concluding in late December. The process for allocating expenses across the agency was also complex and time-consuming, involving many days each month of manual data entry and rekeying.

Sullivan Construction, a company that handles projects such as the Hewlett-Packard campus in Corvallis, Oregon, and roads, large building pads, and subdivisions around Albany and Oregon’s mid-Willamette Valley, was facing several challenges. The company was initially using Sage DacEasy for its accounts, but as the company grew, it needed a more robust solution. The company was struggling with tracking job cost information on spreadsheets, which was time-consuming. The reporting requirements were hampering federal agency work, and the complex wage structure was difficult to manage. Profits were virtually incalculable due to these challenges. The company also had a sister company, A.J. Crushing, Inc., where Sullivan’s owner is a partner, and a rental subsidiary, both of which needed a robust solution for their operations.

OptoSigma had been using an older version of Sage PFW ERP which was no longer meeting its needs. The company was looking for a powerful, modern ERP solution that could meet all of its requirements. The company needed a solution that was intuitive to use, had strong inventory control capabilities, and bill of materials functionality. The company also wanted a solution that could be easily customized to match its workflow.

AM Appliance Group, Inc. is a North American wholesaler of high-end washers, dryers, and dishwashers from European manufacturers ASKO and Eurotech. The company supports 25 major distributors selling to appliance dealerships across the United States and Canada. However, the company was struggling with its entry-level software which was not able to keep up with the company's growth. The software would often shut down during periods of peak usage and had to be restarted. The company was also struggling with its spare parts division which was outsourced to a parts distributor. This was both cumbersome and costly. The company was also struggling with tracking its orders in transit from European manufacturers. The company also had to manually process warranty claims which was time-consuming and inefficient.