Elektro Noehmer, an Austrian specialist electrical operation, has been experiencing rapid growth, expanding from 28 to 86 employees within a year. The company, which operates under the brand name “Cablevision,” offers more than 400 programs, including a local news channel. The company's growth has been driven by its transition to fiber optic cabling. However, managing this growth has been a challenge. The company needed to ensure that its processes were simple and clearly structured so that new employees could be quickly integrated. The company also needed to manage an increasing number of contracts, which had grown from ten per week to around 100 per week.

Imlek, the largest dairy producer in the Balkan region, was facing challenges with its paper-based business processes. Documents such as supplier invoices, contracts, and other receipts were physically transported between individual production sites and their headquarters in Belgrade on a weekly basis. This resulted in numerous inconsistencies and delays in approval and payment, especially when processing incoming A/P invoices. Employees at both the head office and at the individual branches found it extremely difficult to trace the documents. Once the documents were sent out, there was no way for colleagues on site to search for individual receipts or information.

Walker Group, a cheese producer and retailer in Switzerland, was struggling with a time-consuming and error-prone invoice approval process. The company, which supplies hotels, restaurants, canteen kitchens, and the retail trade with around 9,000 different products, had to check incoming invoices from around 150 suppliers and over 200 service providers. This process was paper-heavy and required many manual approvals, leading to inefficiencies and errors. The company wanted to introduce a document management system (DMS) to streamline this process and ensure efficient administrative workflows. They were looking for a solution that could provide more reliability and traceability in the invoice approval process.

The Kloster Eberbach Foundation, a non-profit organization with a broad range of administrative tasks, was facing challenges with its invoice receipt workflow. The old method of distributing mail by basket and folders meant that invoices were often paid too late or, in the worst case, inadvertently paid twice. The mail was distributed between various locations on the grounds, wandering from A to B, and it was often impossible to track where it was at any given time. This lack of clarity and inefficiency in the process was causing significant issues for the foundation.

Gastaldi International, a part of the Gastaldi Group, specializes in claims management consulting for insurance companies and reinsurers in the transportation and shipping sectors. The company relied on a digital document management system (DMS) for its operations. However, the old system did not meet all their functional and organizational requirements. The onset of the Corona pandemic highlighted the system's inadequacies, particularly in terms of document access from remote locations like home offices. The company needed a modern solution that was easy to use, allowed flexible management of documents and processes from a distance, and maintained a high level of information security.

Alfred Rexroth, a Berlin-based company in the metal industry, had to archive several hundred thousand documents every year. The company faced challenges in retrieving these documents due to the time-consuming search process. They decided to switch their ERP system to SAP Business One and find a new DMS system as updating their previous system would have been too expensive and required costly consultants. The company also faced issues with tracking invoices as they were sent around the company in circular files. The company also had to compile extensive documentation for each product manufactured, which had to be provided to the customer.

Stuart Plumbing & Heating Supplies, a family-run business with 8 branches in the Leicestershire, Warwickshire and the Midlands area, was facing a significant challenge in their finance department due to rapid expansion. The company was manually processing over 2,000 invoices a month from various suppliers, a task that was becoming increasingly time-consuming and laborious. With only two staff members handling this workload, the company was reaching a breaking point. They realized the need for an automation platform to ease the pressure and sought the advice of their long-standing print and software supplier.

gepe Peterhoff, a German company specializing in building management services, was facing challenges with its document management. The company did not have a Document Management System (DMS), resulting in many documents such as orders being archived and managed decentrally at twelve locations. This lack of a centralized system made daily work processes less transparent and less efficient. The company sought a DMS that would streamline their operations and a solution partner who could understand their processes.

KMP Media, a media agency based in Johannesburg, was struggling with a paper-based system for managing sales and buying processes. The company had to deal with a vast amount of paper documents, including order forms, consulting contracts, and invoices. Each month, between 5,000 and 10,000 documents were generated, requiring a significant portion of the staff to sort and archive these documents. The search for important documents was time-consuming and often led to delays in service delivery. The paper-based system was negatively impacting service quality, prompting the management to look for solutions.

Lawrence Paper Company, a family-owned business established in 1882, produces a variety of boxes and packaging materials. With about 215 employees at its Kansas location, the company serves about 2,000 customers ranging from pet food producers to beer brewers, from industrial to retail, and from manufacturing to the automotive industry. However, the company was facing challenges with its record-keeping process. The volume of work required precise record-keeping, which used to generate a lot of paper. The company had been doing things the same way for 30 to 40 years, with a lot of paper pushing between different departments. They were looking for a way to be more efficient.

Before implementing DocuWare, SALUS initially relied on a local document management system (DMS), but this was not suitable for all documents. For example, due to their diversity and complexity, incoming delivery notes continued to be processed on paper and only header data of incoming invoices was processed electronically. This led to extensive problems, especially in the accounting department with its limited staffing. At the same time, the old solution was cost-intensive, because every change request led to long consulting and adjustment phases.

Linstow Baltic, a real estate company operating in Tallinn and Riga, processes around 800 documents every month. These documents include documentation related to ongoing tenders, legal and insurance records, as well as supplier receipts, such as cost estimates, invoices, correspondence and contracts. Before the introduction of DocuWare, most of these documents were managed using an electronic file cabinet. However, the old system only supported filing and searching via a simple digital folder structure, which made it difficult to quickly retrieve documents during active processing. As a result, Linstow Baltic continued to work on paper despite the digital archive. The company’s management recognized the low added value of this method of working and set out to find a better solution. The main objective was to improve internal controls and tracking, as well as improve efficiency by connecting the document-based invoice workflow to the Epicor iScala accounting system.

Néotoa, a real estate organization in Brittany, France, had embarked on a digital transformation process several years ago. They had a document management solution in place for archiving and centralizing documents. However, they wanted to extend the scope of the Electronic Document Management (EDM) to all of its document flows such as employee files, tax and litigation, asset management, and legal matters. They also wanted to include electronic signature and move towards a “zero paper” environment. The organization found its current tool to be too isolated from its ULIS ERP system, lacking flexibility, and the development costs required to extend its initial scope would be excessive.

Chichester College Group, a large educational institution in the UK, was facing challenges with its paper-heavy processes. The college was driven by a green initiative to go paperless, but the merger with another college in July 2017 highlighted the inefficiencies of their paper-based systems. The college was dealing with a rising flow of paper documents due to various acquisitions, and they needed to digitise quickly. They were looking for a single solution that could handle document and content capture, provide a robust document repository, enable quick information retrieval and storage, and track and control documents across all their campuses. The paper-based system was not only time-consuming but also negatively impacted the college's environmental commitments.

Before the introduction of their document management system, ETC Holland, a logistics service provider, processed all their documents manually. Orders received by email were printed out and forwarded to the responsible clerks and archived together with other shipping documents. This was a very time-consuming process with a lot of administrative effort. They wanted to make sure all of their orders, incoming invoices and transport documents were quickly processed and automatically stored. Some records also needed to be visible to drivers and customers. And access to documents during audits and tax audits needed to be simplified.

Anker Logistica, an international logistics service provider, was facing a significant challenge in its pricing coordination department. The company's process of creating quotes for customers and price inquiries to freight forwarders was manual and time-consuming. Each request required data to be copied from a PDF file and pasted into an email, a process that was repeated up to 150 times per day. This resulted in a significant loss of time and created a bottleneck in the company's operations. Furthermore, if the transport request to Anker took too long, customer orders were automatically cancelled. The company evaluated several software products to make the process more efficient, but none seemed to be able to solve the problem.

EPG, a global company specializing in supply chain management, was facing challenges with its invoice verification process. With offices in different locations, the process had become time-consuming, especially due to some analog components still in use. The company was using SAP as its ERP software and DocuWare for process and document management. However, the existing system was not efficient enough, leading to delays in invoice approval that could take up to two weeks. The company needed a solution that could streamline the process and improve service to its suppliers.

Medicenter, a healthcare provider in Chile, was facing significant challenges with its document management. The company was dealing with a vast number of documents generated from every treatment, which were subsequently retrieved by various departments. The parallel use of paper-based and digital filing led to considerable problems in the day-to-day running of the clinic. For example, patients had to bring the documents relevant to their treatment to the individual wards themselves, which slowed down the flow of patients through to billing. At the same time, retrieving past reports was virtually impossible. This was because records were not stored centrally in the respective health center. Even with digital records, remote access failed because the local servers did not provide a suitable security structure for online access.

Carebase, a leading operator of retirement and nursing homes in the UK, faced challenges in its HR and quality assurance processes. The company's recruitment process was paper-based and involved a checklist of required documents for each new hire. However, as recruitment increased, the process became problematic with frequent scanning and printing of documents, difficulty in retrieval, and the risk of using incorrect or older versions. It was often unclear which documents were still needed to complete the process. In quality assurance, each home kitchen used a daily “kitchen sheet” to record food serving or refrigerator and freezer temperatures. Quality management had to manually compile and check data from these daily reports.

The Car Avenue group, a conglomerate of about 130 official dealers for the motor vehicle trade, was struggling with the complicated processing of incoming invoices in its Belgian branches. The approval process varied at each location due to the franchisees being separate legal entities. Some dealers approved invoices by mailing them to the accounting department, while others manually signed each invoice in a paper-based approval process. This resulted in significant delays in the workflow as the physical receipts had to arrive first. The company was also looking to digitize other company processes in addition to invoice approval.

Smile Train, a non-profit organization that provides support for children with cleft lips and palates, was facing challenges with its paper-based invoicing system. The manual process was slow and inefficient, making it difficult for the organization to ensure that invoices were paid on time. This was crucial for Smile Train as it works with a multitude of vendors to purchase everything from brochures and t-shirts to software and IT infrastructure support. The organization needed a solution that would improve communication, efficiency, and accuracy in its financial operations.

KLEiN Umformtechnik, a leading sheet metal manufacturer in Europe, was facing challenges in managing its administrative processes. The company specializes in products with complex requirements that international competitors do not have the expertise to make. In addition to mass-produced components, KLEiN also supplies customers with highly specialized tools. About 75 percent of their business comes from the automotive industry. Renowned appliance manufacturers such as Miele and Vaillant are also part of their customer base. In 2018, the company's management team decided to modernize all of its administrative processes. An important goal for introducing the DMS was to support their distributed workforce at two locations 500 kilometers apart. The company needed a solution that could automate processes, reduce search times, and increase transparency.

Liftasud, a company specializing in the distribution and installation of heating, ventilating, and air conditioning systems, embarked on a digital transformation journey in 2018. The company aimed to become completely paperless and digitize all documents across all departments, including sales, accounting, purchasing, administration, and distribution. The project involved digitizing various types of documents such as customer and supplier invoices, quotations, customer inquiries and orders, invoice-related documents, contracts, and applications for vehicle registrations. The challenge was to implement a solution that could handle the digitization process efficiently and integrate seamlessly with their existing Sage X3 ERP system.

Megatiendas, a Colombian supermarket chain, was initially using DocuWare for document archiving. However, the company was facing challenges with the high volume of receipts. Invoices were not transmitted on time or were lost along the way, leading to payment delays, cash discount losses, and supplier problems. The process lacked transparency. A new Columbian law made electronic invoices mandatory, prompting the company to evaluate various document management systems.