The company, a mid-stream fluid hauling company in western Canada, was facing challenges with its field ticketing process. The company's operations were 100% paper-based, relying on contracted drivers to manually complete paperwork accurately and on time. However, this led to constant challenges as manual data entry errors, lost tickets, and regular delays in paper submissions to office personnel led to thousands of dollars in postponed or lost revenues at the end of every month. In addition, the company needed a solution to track the location of any given trailer in the field, as each became an expensive risk to consider once filled with petroleum products and other fluids for hauling.

The Wyoming School Facilities Commission (SFC) was struggling with managing their facilities management and capital project funds due to the use of various spreadsheets and nonintegrated databases. This made reporting a difficult and time-consuming task. There was no structure in place to manage funds effectively and they did not even know how many projects were being funded. Controls over capital project monies did not exist and there was very little documentation on SFC business processes. After extensive analysis, the SFC concluded that out of 1,100 projects, 750 of those projects were overspent.

ASU’s Physical Plant Department is responsible for creating and maintaining an aesthetically pleasing, environmentally sustainable and energy efficient environment for the campus community by maintaining campus buildings and grounds, providing auxiliary services and preserving the value of the university’s infrastructure. Prior to installing a Web-based Integrated Workplace Management System (IWMS), ASU relied on a homegrown UNIX system that was originally developed in the 1980’s and ran on a legacy DEC server. Over the years, this system became increasingly difficult to maintain and update, because much of the information was deeply hard-coded into the software. Sharing information inter-departmentally was difficult and the existing library of reports was inadequate. ASU realized a modern maintenance management system was needed to keep pace with the demands of a growing university. The university initiated a search for a system that would enable them to effectively share data and quickly make informed business decisions given the daily operational demands facing the Physical Plant Department.

California State University, Fresno, was facing significant challenges due to a budget crisis in the State of California. The university's maintenance management system, known as the Maintenance Management System (MMS), was outdated and could no longer support the school's evolving needs. The university needed a system that could provide online access to facilities records, up-to-date information, and the ability to put real figures behind key business assumptions. The university was also looking for ways to run lean while preserving service quality amidst budget cuts and growing service needs.

In 2015, Caltech was ready to usher in significant technological changes in their Facilities Department. After conducting both internal and external audits, the next steps were clear: Caltech needed a Facility Management Software (FMS) to support their complex Facilities Management practices. The former IWMS was not configured to support Caltech's innovative processes or Facilities Management vision. Staff was unable to easily pull desired metrics. The outdated user interface was difficult to learn and use for some employees. The demand maintenance process was highly variable. Customers were frustrated with lack of information regarding work order status, timing, and billing. There were no clear cut work processes.

Scott County, Minnesota, shares an instance of AssetWorks FleetFocus with partner organizations in the local area, allowing for data sharing and benchmarking, best practices and more. This collaboration has been a challenge at times, but also has shown that all parties can benefit from using the same software. Jason Allen, the System Management Specialist for Scott County, is responsible for the functionality of the fleet management software for the County. He spends his days deep in the FleetFocus system, discovering intricacies and tips that will improve Scott County’s reporting, performance and analyses. At the same time, he communicates his tips and discoveries with their partner organizations, while also receiving tips from them.

Virginia Beach City Public Schools (VBCPS) is a large school division responsible for 86 school centers and a fleet of over 650 buses on the road daily, with a total of 1200 managed assets. They were using an outdated Windows-based system for fleet management, which was not efficient or effective for their needs. The team was apprehensive about the transition to a new system, fearing loss of old work, having to adapt to new workflows, and learning new screens.

As the fleet services manager for the City of Long Beach, Dan Berlenbach is responsible for capturing, compiling, and making usable data from various streams that come from servicing the fleet, fueling it, and operators driving it. The fleet is large and extensively data-driven, making it challenging to make the data usable given the amount available. Berlenbach's responsibilities are directly tied to the financial operations of the City, requiring him to prioritize and tackle tasks daily. Despite the fully integrated nature of his software, Berlenbach recognizes that a fully integrated team is essential to the wellbeing and success of the organization.

Joel Klein, a Senior Information Systems Analyst for the Fleet Services Division of Sacramento County, CA, is responsible for troubleshooting any issues that other users at the County may have with their fleet management software. He also optimizes and configures the software’s treatment of parts and time to effectively auto populate work orders. Additionally, Klein spends a significant amount of his time building customized reports for upper management to use in decision-making with regards to the fleet. The challenge lies in ensuring that the fleet management system is active and ready for each day’s work, and that it is working effectively for all users. This includes the Lead of Light Fleet Operations, the Heavy Fleet Supervisor, and the Parts team.

Seattle Parks and Recreation (SPR) manages the city's extensive park system, which includes over 400 parks and natural areas. One of SPR's primary roles is to manage and maintain the thousands of assets within the park system. However, the department had been using separate work order and asset management systems that were not integrated, leading to duplicate work, inefficient data collection, and other issues. SPR believed that an integrated asset management software system would improve efficiencies, maintenance tracking, and data quality. During the Request for Proposal (RFP) process, SPR had clear requirements for an asset management software solution, including ease of navigation for staff, meeting reporting needs, integration with certain existing systems, and configurability.

Ferus, Inc., a company focused on the production and transportation of oilfield consumables, was facing several operational challenges. They were dealing with slow invoicing times, inefficiency in labor costs due to manual ticketing, and reliability issues caused by multiple systems operating independently. They were looking for a solution that would offer single point tracking, ticketing, and invoicing, while also reducing labor costs and improving invoicing times. They had previously selected a different field service provider, but it didn't meet their needs as it only switched paperwork to electronic and required additional add-ons for tracking items and adding ticketing.

The Office of Risk Management at the University of Central Florida (UCF) is tasked with the protection of all human and physical assets within the university. This includes over 300 buildings and 250 golf carts, with a total insurable value of nearly $1.4 billion. The university also has to track all capitalized assets within each building. The challenge was to maintain integral data on buildings, complete risk assessments, and develop risk mitigation strategies.

St. Charles Parish, located on the banks of the Mississippi River, Louisiana, was facing challenges in managing over 60,000 assets. The existing processes were inefficient and relied heavily on the memories of employees. The organization was spending money on assets that should have been phased out, but they had no way to track the costs incurred by the assets. They also lacked a preventive maintenance schedule and had no efficient way of generating reports for any information they might want. The Parish was operating reactively rather than proactively, and they needed a system to manage their assets more efficiently and improve their reporting capabilities.

Torq Energy Logistics Ltd., a leading independent energy logistics and midstream company in Western Canada, was facing challenges in streamlining processes, transitioning from paper logs to electronic ticketing, and using data to enhance driver safety. The time-consuming process of collecting paper tickets from various locations across Alberta and Saskatchewan was posing significant challenges. The company was also looking for ways to utilize real-time data to improve operations and safety. The invoicing process for its trucking business was another area of concern, with delays in ticket submission leading to delays in invoicing and payment from customers.

Peri & Sons Farms, a certified sustainable farm in western Nevada, was looking for a way to improve its decision-making process and overall operations. The farm, which employs over 2,100 employees and produces over 500 million pounds of onions each year, initially implemented AssetWorks in 2018. However, they significantly underestimated the software’s potential. They initially thought they would use it for their parts teams and mechanics, but they soon realized that the software could be used for much more. The farm was also looking for a way to improve its fuel accounting and keep track of its spending to stay within its allotted fuel budget.

The City of Minot, North Dakota, had been using a system purchased in the 1980s for all city functions, including vehicle maintenance tracking, purchasing and inventory, and financials. While the system was computerized, many of the team’s necessary processes were paper-based, leading to inefficiencies and the potential for lost or damaged data. The city decided to modernize the system and began looking for a new asset management system to be used by the Public Works Department. The software deployment process coincided with the COVID-19 pandemic, which shifted meetings and training sessions that would typically be done in-person to a virtual platform.

San Diego Gas & Electric (SDG&E) operates a fleet of over 2,000 units and 12 maintenance locations spread throughout the San Diego area. They manage and maintain 1.4 million electric meters and 873,000 natural gas residential meters across SDG&E’s 4,100 square miles of service area. SDG&E makes significant use of the AssetWorks FleetFocus suite, including EquipmentFocus and the Notification Manager module. As a utility organization, SDG&E uses one aspect of FleetFocus in a unique way: SOX compliance and invoicing. Before using FleetFocus for invoicing and SOX compliance, SDG&E originally developed an in-house process that populated an Excel spreadsheet when someone entered a part receipt or commercial charge into the fleet management system. However, this process was not secure and could be manipulated or altered. SDG&E needed a method that would be SOX compliant, which required that the same individual could not both submit an invoice and subsequently approve it.