Bongards Creameries, a leading provider of cheeses and powdered whey, was looking to improve its operations and increase efficiency. Despite being a well-established business with over a century of experience, the company was not content with the status quo. It sought to leverage technology to streamline processes and boost profitability. The company had already begun its digital transformation journey 25 years ago with the implementation of Aptean’s process manufacturing enterprise resource planning (ERP) system. However, it was looking for further improvements and enhancements to its operations. The challenge was to find a solution that could provide a unified database, prevent duplication of data, automate data collection, and provide better visibility of financial data. Additionally, the company wanted to automate warehouse processes for better inventory control and efficiency.

Dun Yong Food Services, a catering and wholesale supplier specializing in Asian foods, was faced with the challenge of an outdated ERP solution that no longer met the requirements of their growing business. The existing system offered limited opportunities for improvement and was not able to fully support the company's future plans. Recognizing the importance of change management in implementing a new system, Dun Yong began the search for a modern, scalable ERP platform about a year and a half ago. The company involved key users from their teams from the beginning and created a list of minimum requirements that a potential software partner had to meet. However, the project had to be put on hold due to the uncertainties brought about by the COVID-19 pandemic.

Colorado Boxed Beef Company (CBBC), a major distributor of refrigerated and frozen food products, was facing challenges in managing its delivery operations. The company was dealing with over 6,000 deliveries per week, using approximately 180 tractors and 220 drivers. The primary challenge was handling one-off requests from the sales department or customers for uniquely timed deliveries for the following day. These requests often required changes to the existing route plan to meet a very small time window. The company was also dealing with the evolving customer demands in the food industry, where customers expected products to be delivered in the shortest time after ordering, with better rates. They also demanded more frequent, proactive communication about delivery times. The company was struggling to meet these demands with its manual approach to delivery operations.

Tesco, a leading international retailer, was facing a significant challenge in its quest for sustainable growth. The company was dealing with the pressure of processing over 4,000 daily deliveries to more than 700 stores throughout the UK and Ireland, using a fleet of 1,400 trucks from 26 distribution centers. This delivery fleet accounted for nearly a sixth of Tesco's total carbon footprint. The company had set an ambitious sustainability target to reduce the CO2 created per case of goods delivered by 50% over the next five years. However, the increasing CO2 targets driven by corporate strategy and the growing number of deliveries were creating mounting pressures.

Kramp Group, a distributor of spare parts for agriculture businesses across Europe, was facing challenges in improving customer service. The company was looking for a solution that could free up their staff's time to provide technical support and advice to customers. The existing system was not efficient enough to handle the distribution of 600,000 parts across Europe, which was affecting the company's customer service quality.

The Manufacturers Association of Central New York (MACNY) had been using the same association management system for 10 years, but it didn't provide the modern features and functionality they needed. The system was also missing key member relationship and new member development functionality, including web capabilities to process online dues, events transactions, and sell MACNY professional services.

NorgesGruppen, a privately held grocery retailer, aimed to expand its business into a position as market leader in wholesale and retail in Norway. The company faced several challenges including high costs for growing business volumes, limitations in capacity and quality that drove the need to redesign the supply chain, inadequate systems for future state, and new product categories adding new requirements. The company was formed by acquiring several regional retail and wholesale companies. The new group structure includes common corporate-level functions for purchasing and logistics, but also continued operation of regional companies with full profit-and-loss responsibility for sales and operations. With this followed internal sales and purchasing transactions that needed to be automated as far as possible. At the same time, NorgesGruppen wanted to create a single face to all customers and stores with access to the same services and assortment.

Windsor Foods, a leading provider of frozen pasta products, was under great pressure from escalating commodity costs, particularly corn and wheat. In response, the company embarked on a number of cost-cutting efforts, including giveaway reduction programs, best-practice initiatives, and capital cost-saving efforts. However, these measures were not enough to offset the rising costs, and the company needed a more effective solution.

The world's fifth largest software Infrastructure company is serious about customer service and relies on Knova knowledge management to help keep customers happy. Their innovative use of social media enhances support by adding proactive and interactive customer contact opportunities. Providing an excellent customer experience is considered a minimum requirement for successful operations. The company wanted to harness available resources and technologies to raise the service to a whole new level.

Audatex, a global leader in database development and implementation of software and services for the automobile and insurance claims processing industry, was facing challenges with their existing knowledge management (KM) systems and structure. Their homegrown systems were not upgradable, were beginning to show their age and lacked reporting. The existing solution did not support Knowledge-Centered Support (KCS) principles and was, in fact, simply a repository – not a true KM system. There was no knowledge manager, no KM infrastructure, no consistent content structure or review process, and company information and knowledge were not under centralized management. These issues were hampering their efforts to provide superior customer service.

Mission Pharmacal, a leading producer of pharmaceutical and nutritional products, was facing increasing competitive pressure in the pharmaceutical industry. The company was struggling to ensure accurate fulfillment and on-time shipments due to a lack of collaboration with its suppliers and customers. Additionally, the company had limited visibility between manufacturing processes, which made it difficult to manage materials throughout production. Costing was also a critical issue for the company as it sold its products into the consumer packaged goods market. Furthermore, the company needed to improve its lot-trace capabilities for its products in the event of a recall or audit by the Food and Drug Administration (FDA).

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.

CoreFX Ingredients, a manufacturer of dry lipid-based nutritional oils, was seeking to modernize its operations to keep up with its innovative and specialized production methods. The company, which serves the health, wellness, sports nutrition, and pet nutrition markets, was using outdated spreadsheet-based service plans for its maintenance professionals. This approach was not only inefficient but also failed to provide a comprehensive view of the total cost of equipment ownership. Furthermore, CoreFX needed a unified platform that could act as a single source of truth across all stages of manufacturing. The challenge was to find a solution that could streamline their operations, improve visibility of critical information, and enhance decision-making processes.

Le Duc Fine Food, a family-owned Dutch business specializing in vegetarian snacks, was looking to modernize its operations to keep up with the growing demand and competition in the vegetarian market. The company identified the need for a modern ERP platform to streamline its operations and improve efficiency. However, a few years ago, the organization lacked the internal capacity to undertake such a large implementation project. The challenge was to find a suitable partner with the right software system that could cater to their specific needs in the food and beverage industry.

Wiley Companies, a leading manufacturer in the fine chemicals space, was seeking ways to improve its technological solutions to facilitate future expansion and business growth. The company was particularly interested in harnessing the benefits of cloud technology, including greater agility and scalability. The Director of IT, Thomas Dean Watson, identified the need to convert the company's Aptean ERP system to a Software as a Service (SaaS) model. This transition was not without its challenges, as it coincided with the company's rebranding and name change, requiring an accelerated project timeline. Additionally, the company saw this as an opportunity to clean up its ERP database, a major undertaking in itself. The situation was further complicated when the COVID-19 pandemic struck, necessitating new ways of working.

Dreams, the UK’s leading specialist bed retailer, faced a significant challenge in managing its home delivery operations. The company sells over 10,000 mattresses, bases, and headboards per week through its network of over 200 sites and online, manufacturing around 8,000 mattresses a week at its UK-based factory. These products are then distributed to customers nationwide via nine dedicated distribution centers and a fleet of over 100 Dreams delivery vans. The challenge was to enhance operational efficiencies and provide a more flexible home delivery system for its customers. With customers able to book a delivery at their convenience, Dreams needed a more advanced home delivery system that would offer flexibility and choice to customers while maintaining service levels and boosting efficiencies. The company was processing over 12,000 deliveries per week, operating nine home delivery depots, and managing a fleet of 100 x 3.5-ton Mercedes Sprinter vans.

Southeastern Foods Merchandisers, a food-service product distributor, faced a significant challenge during the first week of March when icy rain and snow covered much of their network. This adverse weather condition forced the company to postpone deliveries to some customers. Despite the weather, restaurant customers in Tennessee, Mississippi, Georgia, Alabama, and northern Florida continued to place new orders, creating a backlog. The company, which typically schedules multiple pickups and deliveries per truck each day, needed a solution to manage this unexpected situation and ensure the continued supply of products to its customers.

Albert Heijn, the largest company in the Royal Ahold group and the grocery retail market leader in the Netherlands, needed to find a new supply chain solution to adapt more quickly to changing consumer behavior. The legacy software they were using was not up to the task of meeting the new requirements. The company was looking for a solution that could handle warehouse management, route management, quality control, and real-time mobile solutions for handheld and truck-mounted RF devices with scanners and voice interaction.

CARF, an independent, nonprofit accreditation organization, was facing a growing demand for its services. The accreditation process was complex and demanding, requiring a significant amount of time, labor, and data collection. The process was also very paper-driven, which added to the complexity and inefficiency. The organization needed a solution that could streamline the accreditation process, improve communication among staff, customers, and surveyors, and manage the growing demand for its services.

Hammond Group, a global chemical company with plants in the US and abroad, was facing a challenge. The company wanted to grow and maintain its reputation for customer care. However, it needed to cut costs from its operations while still focusing on its customers. The company was in need of systems that would help them achieve these goals.

Hammond Group, a global specialty chemical company, had been using Ross ERP since 2006. Over time, they had extensively modified the system to accommodate their unique business needs. However, maintaining these customizations became a difficult and expensive task, preventing them from taking advantage of key Ross updates and new features like data collection, quality control, TraceExpress, or Enterprise Viewer. When Hammond learned that Ross had developed a simplified installation process, they decided it was the ideal time to move to the latest version of Ross ERP and eliminate a good deal of their custom programming.

Illes Seasonings and Flavors is a third-generation family-owned company that focuses on developing and producing seasonings and flavors. To position itself for growth as a low-cost provider, the company needed a technology partner that knew Its business and wouldn't break the bank. The company was in need of a solution that could manage finances and develop KPIs so that managers could see data in real time, and make decisions based on knowing the details instead of general observations and historical data.

Tuko Logistics was facing increased competition in the Finnish market and needed a solution for voice-directed picking. Their old system had reached the end of its life, necessitating the implementation of a new, modern system.

Building and maintaining solid member relationships, technological innovation, and exceptional service have long been the core of BlueShore Financial’s success. In the competitive, rapidly changing financial services industry, BlueShore Financial needed to improve its understanding of each member and expand the value of every relationship. BlueShore Financial needed to better match up services to members in order to improve customer retention, increase profitability, and provide superior service in an increasingly competitive environment.