To gain control of transportation costs, the company sought to eliminate manual processes and improve order visibility. Sargento’s existing transportation management system (TMS) was not able to meet operational requirements. Orders were planned into shipments without considering cost, service or contractual commitments to carriers, and there was an inability to accurately allocate transportation costs at the order level. Sargento chose to implement a flexible, scalable multimodal transportation management system that would meet their operational needs today and in the future. The company established a list of goals for a new TMS to meet: Integrate with 30 carriers, Ship approximately 3,000 orders per month, Transport an average of 24 million pounds of products per month, Integrate with existing supply chain software, and Straight-through processing of order data via EDI.

humedica needed an efficient customs software solution that keeps abreast of the guidelines in the individual countries and allows easy, secure data exchange with local customs authorities, along with operation of a customs warehouse. The organization had to comply with the various regulations for electronic customs processing in each country, and the movement of goods through third-party countries was increasing. Country-specific customs regulations and initiatives such as the Import Control System (ICS) make electronic customs processing increasingly complex and time-consuming. The solution had to be modularly built and easy to learn — and it had to be adaptable to future requirements.

For A.N. Deringer, the economic collapse of 2008 coincided with the realization that their Warehouse Management System (WMS) was outdated. The existing system lacked the functionality to compete in the modern environment, where customers demand rapid access to information. The company was running three different software packages to meet customer needs and had a third party hosting a significant part of their system. This setup was insufficient for their growing needs, and they sought a robust, intuitive system that was easily adaptable, easy to configure, and easy to train customers and employees to use. Additionally, Deringer needed to bring their system back in-house to improve visibility and control.

In recent years, Batory Foods began to see changes emerge in the food industry such as the farm-to-fork movement, a greater spotlight on food allergens and heightened consumer awareness of production processes. These developments helped spur increasingly stringent industry regulations and added complexity. Given the company’s distributed model, executives knew they could no longer rely on internal processes to meet the small, complicated requirements of customers across their network in a manner that reflected and supported company values. Batory Foods needed to address inventory and supply chain management on a grander scale and began looking for a warehouse management system (WMS) vendor that could meet its needs.

Hibbett Sporting Goods, Inc. faced significant challenges in its distribution operations due to a paper-based system, limited cross-docking capabilities, and inefficient use of space. These constraints hindered the company's aggressive growth plans, which included opening 70 new stores in 2008. The lack of inventory visibility and overall inefficiency in the distribution center further exacerbated the problem, making it difficult for Hibbett to customize its merchandise to meet local demand effectively.

Despite tremendous growth in catalog products, Harvard Drugs’ buyers were still using Excel spreadsheets to manage inventory across the company’s four warehouses. Silos across the organization created additional inefficiencies. By early 2011, new CEO Terry Haas led a three-month evaluation of processes throughout the enterprise. Hass brought in Kerry Porter in May of 2011 to enable a new vision for Harvard Drug. The turn on inventory was identified as a critical issue, and the company was more of a 'sourcing' organization than a replenishment organization.

Faced with a ballooning administrative workload, combined with the refusal to compromise his company’s strict safety standards, a Senior Safety Construction Specialist in North Chicago had a decision to make: hire more staff and absorb the cost of salary, health care insurance, and training—or look for a more efficient and cost-effective approach to de-risking his supply chain. His company, a global, research-based biopharmaceutical company with a workforce of 28,000, has set a strict internal safety initiative referred to as “Global Technical Standards.” It’s the job of this Senior Safety Construction Specialist to make sure contractors at his facility are properly trained, certified, and reviewed, according to OSHA standards. But with several hundred contractors working at his site alone, managing them all and meeting company goals had become too much work for one person. The problem wasn’t just the amount of time required to execute the reviews. Internal staff had no automated way of knowing who was due for review, whose review was late, or who hadn’t been reviewed yet. There was no trigger in place that would tell them when contractors were up for review. The company did have an electronic database of information for contractors, but it did not provide detailed information, such as certifications or training—not even an indication of whether the contractor was qualified to perform work onsite. With overflowing file cabinets, an increasingly complex supply chain, and the ever-present concern over contractor risk, something needed to change.

Over the years, Sabre Industries onboarded several subcontractors at various levels of scale to execute their operations. At any given point of time, they had close to 400 subcontractors working for them. Such a substantial number led to significant logistical challenges, which became more pronounced as the processes were manually executed. For starters, the volume of documentation for prequalification and regulation of processes; in the form of master service agreements (MSAs), certificates of insurance (COIs), and purchase orders (POs), among others; was immense. Secondly, the entirety of the documentation required close monitoring to detect crucial issues such as suppliers with no MSAs and insurance renewals, and consequently, suppliers issued POs without proper documentation to approve them. From subcontractor audits to document mailing, monitoring, and maintenance, the processes were manual in nature and overseen by an in-house team. The team was finding it difficult to run the processes for such a vast subcontractor network.

This company used to shut down its major construction material plants for two weeks annually for equipment repair and maintenance. Since the task was extensively outsourced, there was a need to document numerous contract workers from various service providers and subsequently train them and provide access to relevant plant sites. To use the shut-down period optimally, and eventually reduce it, the company needed to ensure that the contract workers and service providers met its qualification standards before they arrived at the site.\n\nPrior to using Avetta, the company had an inefficient, manual process for collecting, reviewing, and managing service providers’ and contract workers’ information. Its procurement staff was spending up to 25% of the time on obtaining and validating insurance certificates of the service providers. It sometimes took weeks to sort out issues if a supplier was missing documentation. Since it was a manual process, the company was also not confident that their supplier information was 100% validated.\n\nThe company needed a system to: Automate vendor information management, Get unified visibility into vendor capabilities, Assess risks associated with each vendor.

Raymac Surveys faced significant challenges in securing appropriate and cost-effective insurance coverage for its specialized surveying activities. The company struggled with high insurance costs and time-consuming documentation processes. Additionally, Raymac Surveys needed to frequently adjust general liability amounts to meet client requirements, which was a cumbersome process. The company also sought to streamline the process of answering supplier questionnaires and providing insurance information to clients. Furthermore, Raymac Surveys aimed to obtain cybersecurity insurance to protect its business activities in the future.

More than two years ago, RMCS was faced with a daunting task. An important customer - one of the world’s largest oil companies - wanted to overhaul the remote monitoring functions of its oil and gas field M2M networks to increase operational efficiency, reporting and tracking. The oil and gas producer also wanted to expand exploration and production into new geographical areas. The company faced two challenges: the need for reliable and accurate remote monitoring over a vast and rugged terrain, and having an affordable solution that could be implemented quickly. The oil and gas producer’s M2M network is spread throughout several states in the Rocky Mountain region with long distances (more than 13 miles) between different controllers and well heads. When asked by the oil and gas producer to overhaul its field sites and improve the M2M network performance of its real-time remote monitoring communications and control capabilities, RMCS first tried modifying its existing system and equipment to fit these new requirements. It became obvious that trying to integrate the existing devices into the communication facilities was extremely not feasible. They wanted a solution that could overcome these obstacles with easy deployment and maintenance, but was also reliable and cost effective.

Following the devastation of Hurricane Andrew in South Florida in 1992, Solarbeam realized the need to upgrade from hard-wired systems, which required extensive piping and trenching, to wireless systems that could be easily integrated into existing infrastructure. The company aimed to develop a comprehensive wireless system designed for independent monitoring, diagnostics, and integrated video. The challenge was to create a reliable, versatile, and cost-effective perimeter protection solution that could operate in remote locations with harsh weather conditions. Solarbeam needed a solution that would allow for easy deployment and configuration flexibility while maintaining high dependability.

The Sangamon Valley Public Water District (SVPWD) aimed to design a Water Treatment Plant (WTP) with a significant focus on improving operational efficiency. The community of Mahomet, IL, has experienced significant growth, necessitating substantial investments in water, sewer, and fiber optic lines to support commercial and industrial expansion. The challenge was to create a system that could handle the increased demand while providing reliable communication and control over remote assets. The existing infrastructure needed an upgrade to ensure seamless data access and control, which was critical for making informed decisions and maintaining operational efficiency.

Wilbur Curtis faced significant challenges in managing its extensive supplier network. The company struggled with suppliers delaying shipments without proper notification, which disrupted their production schedules. This lack of timely information forced Wilbur Curtis to make last-minute adjustments, impacting their operational efficiency and reliability. The complexity of tracking hundreds of vendors and ensuring precise accuracy in sourcing decisions added to the difficulty. The need for a solution to enhance visibility and manage risks in the supply chain became evident.

As one of the largest Idaho potato shippers, Sun-Glo’s modern facility has the capacity to process and ship more than 250 million pounds of potatoes each season to customers throughout the continental United States. The company’s manual load tracking process offered limited visibility into shipment status, compromising customer and carrier relationships, and risking sizeable penalties and detention fees. To elevate customer service through more efficient distribution, SunGlo wanted a real-time freight visibility solution that would enhance delivery performance, improve its ability to manage shipping disruptions, and reduce costly penalties.

Clearwater Paper sought a supply chain visibility solution in 2016 to improve efficiencies, communication, and collaboration throughout its network. The company aimed to shift from a 'tender-a-load-and-forget-it' culture to one that provides higher customer service and proactive operations management. Prior to deploying FourKites, Clearwater Paper was bogged down by home-grown technology that lacked tracking tools and communication capabilities, leading to strained relationships with carriers.

KeHE Distributors faced a complex and time-consuming process for distributing supply chain information across its 16 distribution centers and more than 30,000 retail locations. The workflow required multiple phone calls involving Sales, Operations, and Transportation teams before reaching the carrier. This manual process was inefficient and often resulted in delays, impacting customer satisfaction. KeHE needed a solution to streamline communication and improve the accuracy and timeliness of shipment information.

To maintain its status as a global leader in healthcare and combat pandemic-induced disruption and shifting market demands, Cardinal Health launched a digital transformation strategy focused on building a 'cognitive supply chain.' This digital supply chain network aimed to facilitate the unencumbered flow of inventory, manage demand, track and protect goods in transit, and streamline communication with retailers, practitioners, and patients. Cardinal Health also committed to ambitious sustainability goals, including reducing Scope 1 and 2 emissions by 50% by 2030 and addressing Scope 3 supply chain emissions.

A global 3PL with multi-billion dollar annual revenues wanted to better manage its customers’ freight and differentiate its offering from the competition. Because this 3PL worked with a large number of major national shippers, better visibility into each load meant that the 3PL could manage a larger volume of customer loads with more efficiency, leading to higher customer satisfaction, delivered with greater efficiency. The 3PL's main challenge was improving visibility across operations within the oil and gas industry. Because it worked with a mix of large national carriers and small local carriers in that industry, achieving a unified visibility solution across all carriers was a difficult proposition. To help solve this challenge, the company brought in FourKites.

Design-To-Deliver (DTD) faced the challenge of optimizing its supply chain to offer better service levels, faster delivery, more choice, and less inventory while keeping costs down. The complexity of managing orders, distribution, inventory, transport, returns, purchasing, and repairs across multiple regional and central distribution centers made it difficult to visualize and calculate costs quickly. DTD needed a solution to handle these complexities and improve its service to customers like ICP, a leading international computer firm that required timely and accurate delivery of spare parts for maintenance purposes.