Plex Systems

Argent used to track its operations in an ERP system from QAD. But the company’s end users found the system cumbersome—and its decision-makers grew concerned about the costs associated with the system. “Because we had installed QAD in-house, we had to purchase and maintain our own servers,” said Randy Garreston, System Administrator for Argent International. “We also found the upgrade process to be disruptive. Just when we’d get used to one version, they’d change it and we’d have to learn how to navigate a reconfigured interface.”

Kamco Industries, a subsidiary of Kumi Kasei, is a full-service provider of product design and manufacturer of injection, sheet molded, and Formed Fiber Felt products. The company faced several challenges in its operations. Firstly, its spreadsheet-based business processes were not meeting the requirements of major clients such as American Honda. Analyzing performance involved stacks of paperwork, which was time-consuming and inefficient. The IT department was spending too much time supporting business processes rather than providing a strong technology foundation. The year-end closing process required countless hours of overtime and took weeks to complete. Kamco's goal was to respond as quickly as possible to customer needs and tailor its business processes to the expectations of its largest clients. However, the company's existing systems and processes were not up to the task.

Shape Corp. faced significant challenges with its existing ERP-based management platform, which was unwieldy, expensive, and labor-intensive. The company had added new IT systems throughout the 1980s and 1990s to support its growth, but by the early 2000s, these systems had become a patchwork of disparate solutions that required frequent upgrades and patches. This situation was not sustainable for Shape's plans for growth, as it needed a more integrated and agile solution. The company wanted to replace its multiple systems with a single, integrated solution that could handle preventive maintenance, production, gages, problem controls, and more. Mainstream ERP solutions were too broad and required too many add-ons, which did not align with Shape's needs. The company needed a solution that would allow it to stay agile without extensive integration or customization.

Firstronic faced the challenge of managing rapid growth and reshoring business in the competitive electronics manufacturing services (EMS) industry. The company needed to optimize its infrastructure and information system capabilities to handle a record number of new project launches. Firstronic recognized that its existing proprietary program management automation and MRP tools were insufficient for managing the expected growth. The company needed a more robust, integrated ERP system to enhance its operations and maintain high-quality service at a competitive cost. Additionally, Firstronic aimed to improve its time-to-market, quality, and cost-effectiveness to attract new customers and win back business that had been offshored.

For many years, Creative Foam Corporation used an AS400-based enterprise resource planning (ERP) system to manage operations. Although the system managed basic functions, it was not efficient in integrating and automating manufacturing processes, which are crucial for long-term success and growth of the company. The management team looked for a system that could seamlessly integrate data across the enterprise; provide more visibility and transparency into operations; and be cost effective.

Wolverine Advanced Materials faced a unique challenge in inventory management due to a business venture with a warehousing company in China. The distribution warehouse was responsible for storing Wolverine’s inventory before it was sold to Asian customers, requiring a customer consignment inventory approach. This meant Wolverine needed to maintain control of the inventory until it was actually used by the customers. The challenge was to ensure accurate tracking and management of this consignment inventory, which traditional ERP systems struggled with due to the lack of integration between invoicing and shipment/receipt transactions.

Wolverine Advanced Materials faced significant challenges as their sales grew by 10 to 13 percent over a two-year period. Their existing manual systems for managing raw material orders, inventories, shipping, and scheduling could not keep up with the increased demand, leading to extended lead times of up to 10 weeks. The company needed to transition to a lean, demand-driven manufacturing model to remain competitive, especially against offshore competitors targeting their high-margin parts. Previous attempts to implement ERP systems had failed, partly due to resistance from mature employees unfamiliar with computers. The company required a solution that could streamline operations, improve inventory accuracy, and reduce lead times.

Kamco Industries faced significant challenges with their existing IT infrastructure, which consisted of a variety of stand-alone systems and spreadsheets for managing business and production operations. These systems did not interface efficiently, leading to manual processing and double data entry, which was time-consuming and prone to errors. The manual inventory management methods were particularly problematic, as they required nearly six days per month for tracking and data entry, often resulting in overtime. This led to significant material cost discrepancies, with up to 20 percent of inventory unaccounted for at the end of each month. Additionally, Kamco struggled with production inefficiencies, as full-time associates had to maintain manual spreadsheets for daily production schedules, leading to machine downtime and inaccurate work-in-progress tracking.

GR Spring & Stamping (GRSS) operates in a highly competitive market, particularly within the automotive industry. The company has faced significant challenges due to foreign competition, economic downturns, and increasing supplier requirements from automotive OEMs. These pressures have led many competitors to succumb, but GRSS has managed to thrive by institutionalizing a mindset of continuous improvement. The company recognizes that to survive and succeed, it must constantly innovate and improve its processes. This mindset is deeply embedded in the company's culture, with every employee expected to contribute ideas for improvement. The challenge for GRSS is to maintain this culture of continuous improvement and ensure that it translates into tangible benefits for the company. The company has developed a program called the World Class Idea (WCI) program, which encourages employees to submit suggestions for improvements. The challenge is to effectively manage this program, ensure that valuable ideas are implemented, and that the program contributes to the company's overall success.

Manufacturers must meet customer requirements, minimize costs and achieve quality goals, and do all of this with increasingly fewer resources. These pressures are intensified with changes in ownership and business status. Under such circumstances, manufacturers face unusually intense scrutiny and must meet ambitious expectations for productivity and profitability while simultaneously setting up new business processes — often within extremely short timeframes. Under the conditions of its Transition Service Agreement, FRS was required to migrate its entire infrastructure and application environment away from a legacy AS400 system very quickly. Before it could make that change, however, the manufacturer needed to select and launch its own ERP solution.

Clips & Clamps Industries (CCI) was burdened by outdated and cumbersome legacy systems that were not user-friendly. The cost of upgrading its ERP and five other systems became prohibitively expensive, leading to inefficiencies and a lack of integration. This resulted in duplicate data entry and manual reconciliation, consuming valuable time and resources. The company recognized that maintaining and paying for regular upgrades to separate systems was not the most efficient use of its IT and financial resources. Additionally, the lack of integration among these systems forced the workforce to invest time in duplicate data entry, manual reconciliation of data and reports, and other inefficiencies.

Newman Technology faced significant challenges in managing its supply chain and production processes. The company relied heavily on manual methods, such as spreadsheets and paper purchase orders, which were cumbersome and time-consuming. These outdated processes hindered the company's ability to quickly adapt to customer order changes and accurately forecast demand. Additionally, inconsistent container label formats and quality made it difficult to manage processes from buyer to buyer. The manual methods also created issues with supplier payments, leading to delays and inaccuracies. Newman Technology realized the need for a modern solution to improve production accuracy, accountability, and communication with suppliers.

For several years, Spring Dynamics had been utilizing an on-premise ERP system that included accounting functions and standard reports on inventory, accounts receivable, and accounts payable. Management wanted a more robust, comprehensive system that would also include shop floor operations, generate management reports, and help maximize overall business performance. After one failed (and costly) attempt to launch a system it felt could meet these requirements, Spring Dynamics feared the disruption and capital investment involved in installing another solution. It approached a second review of potential solutions very cautiously. After a lengthy and intense analysis of possible solutions, management narrowed the search down to two candidates: Plex ERP and QAD. After reviewing demos, talking with existing customers of both products, and meeting with their development and management teams, Spring Dynamics selected Plex. The company preferred Plex to QAD for three reasons: Plex appeared to be a lot more user-friendly than QAD, there was less of an outlay of cash with Plex, and many of Spring Dynamics’ customers had been moving to the Plex Smart Manufacturing Platform, and management saw distinct advantages to using the same system its customers prefer.

PGS faced challenges in managing documentation, inventory, and traceability as it expanded its operations. The company struggled with inefficiencies in quoting, sales, purchasing, and accounting, which are common issues for growing companies. Additionally, PGS had difficulties controlling Advanced Shipping Notices (ASNs) as they were managed by an external company. The need for precise documentation and tracking of over 800 unique part numbers was critical, and the company sought a solution to streamline these processes.

NHK Spring Precision of America faced challenges in ensuring error-free packing and shipping of automotive springs to an OEM. The springs, used in the manufacturing process, required precise packing to avoid costly errors that could disrupt the OEM's production line. The company initially relied on external quality inspectors and internal personnel to double-check shipments, but this approach was costly and did not guarantee flawless results. The springs, produced in four variations, needed to be correctly identified and packed to ensure compatibility with robotic assemblers at the OEM's facility. Any error in packing could lead to production halts and damage NHK Spring's reputation.

FT Precision faced significant challenges with their paper-based processes, which were unable to keep up with the demands of a real-time, lean production environment. The manual data entry and inventory tracking systems were outdated and resource-draining, leading to inefficiencies and slow response times. The company needed a platform that could provide immediate access to accurate operational data across all departments to maintain their competitive edge and support their growth strategy. The senior management recognized that transitioning to software-driven, integrated processes was essential to realize their lean manufacturing and growth potential.

When Dominion Liquid Technologies acquired a specialty coffee syrup manufacturer, they faced significant challenges in making the new entity successful. The priorities were to improve traceability, quality, and inventory control capabilities without a huge capital investment. Historically, different teams within the manufacturing process worked in silos, making information sharing slow, clumsy, and error-prone. It was extremely difficult to get accurate and reliable data on inventory levels and expiration dates. The company required a system that could provide real-time information to make better-informed decisions, which was vital for bottom-line growth.

GinSan Industries faced significant challenges with its outdated materials resource planning (MRP) system, which was unable to efficiently handle the complexities of their customized product offerings. The company needed to streamline its operations, particularly in generating accurate bills of materials (BOM) for custom orders. The existing system often resulted in errors due to manual data entry, leading to production inefficiencies and potential customer dissatisfaction. As GinSan Industries expanded its business divisions, it became evident that an upgraded enterprise resource planning (ERP) solution was necessary to improve data accuracy and operational efficiency.

Avon Machining faced significant challenges due to its siloed operations. Each department, including engineering, production, quality, and accounting, maintained separate databases and spreadsheets, leading to a lack of integration and communication. This disjointed approach made it difficult to track, retrieve, and communicate critical data efficiently. The complexity and time consumption involved in compiling data were major hurdles. Additionally, errors in data entry, tracking, and reporting resulted in a lack of confidence in the data, preventing the company from gaining a clear picture of its performance. Management recognized the need for a solution that could seamlessly integrate across the enterprise and provide real-time information access. After evaluating several options, Avon Machining selected the Plex Manufacturing Cloud for its ability to connect and manage all areas of manufacturing operations.

College Park Industries faced the challenge of managing a highly complex manufacturing process for prosthetic feet, with up to 450,000 potential configurations. The company needed a system that could handle the intricate customization and ordering processes while ensuring compliance with regulatory requirements for traceability and internal controls. The existing systems were not sufficient to manage the diverse needs of their patient population, which included lower-limb amputees of all ages and activity levels. The company required a solution that could provide real-time, accurate information to all employees, enabling them to make informed decisions and improve operational efficiency.

DECC Company faced challenges in maintaining and upgrading its existing maintenance tracking system and gage tracking software. The company had multiple systems tracking different parts of the production process, which did not communicate with each other, making it difficult to get a comprehensive overview of the processes. DECC lacked the ability to easily get a real-time view into the status of all processes within the plant and to share necessary information with its employees and suppliers. The company needed an ERP solution that mirrored the quality of its products and could provide better visibility and traceability across its operations.

Under the leadership of new owners, CAS faced the challenge of maximizing profits with limited resources. The company needed to move away from an outdated batch-driven ERP system to a real-time ERP solution to improve performance and streamline operations. The need was to select a robust ERP solution that required minimum investment of cash and IT resources, along with maximum integration and real-time visibility into operations. The company was attracted by the affordability of a cloud system, ease of maintenance, and the benefits of a large user group.

Jagemann Stamping Company (JSC) faced significant challenges with its existing information systems, which were dissimilar and operated on different platforms. These systems required frequent patches, updates, and upgrades, leading to inefficiencies and disruptions in production. The systems were also inaccessible to many employees, utilized outdated displays, and were inflexible to changes. Information was siloed, making it difficult to share and access data across the organization. Additionally, the company had to hire professional developers to make adjustments, which often disrupted production. JSC needed a more integrated and efficient solution to manage its operations and improve productivity.

Ralco Industries, a tier 2 automotive supplier, has been committed to maintaining a high standard of quality in its products and processes since its inception. The company has achieved a defect rate of less than one part-per-million for eight consecutive years, which requires continuous innovation and improvement in people, processes, and technology. As the company matured its process capabilities, it recognized the need for a next-generation ERP solution to support its quality-centric culture. The challenge was to find a solution that would enable operators and leaders to take responsibility for the quality and success of processes, allowing them to make necessary improvements. In 2001, Ralco chose the Plex Manufacturing Cloud as its ERP solution, recognizing the potential of cloud technology to stay ahead of the competition.

Lacking a single system that included MRP, PLC integration, and shipping and receiving, Ralco Industries found that inventory accuracy was a major issue. This inaccuracy led to overstock to ensure there was enough material on hand for jobs. Setups were not consistent, resulting in excessive overtime and expedited shipments. These issues led Ralco Industries to Plex. Ralco Industries was looking for a system that could improve processes, efficiency, and insight. Operations began to suffer from inaccurate data and a lack of visibility. Given these and other challenges, Ralco’s goal was to find one system that could integrate all facets of its manufacturing business. Ralco wanted to move away from separate manufacturing resource planning (MRP) incapable of machine PLC integration. Ralco also wanted to avoid stand-alone software for shipping and receiving.

MFC Netform, a start-up metalformer based in Shelby, Michigan, faced the challenge of designing processes and launching an ERP system from scratch. The company needed a cost-effective solution to manage production, finance, and quality without the prohibitive costs associated with most systems. As a subsidiary of Metal Forming & Coining (MFC), MFC Netform aimed to develop and manufacture advanced metalformed components for powertrains in automotive and agriculture. The company required a system that could provide consistent, accurate, real-time business information and support continuous improvement by reducing variation and waste. Additionally, MFC Netform needed to establish credibility in the market and attract customers while minimizing internal resources and IT maintenance.

Hatch Stamping Company faced challenges in achieving efficiency and accuracy due to its reliance on manual processes and an outdated technology infrastructure. The company needed to manage operations across the United States and Mexico and integrate information from various disparate systems and databases. The existing DOS-based ERP system was not robust enough to handle the company's demands and goals, prompting the need for a more advanced solution. Hatch evaluated several ERP solutions, including QAD and SAP, before choosing Plex to integrate information from disparate databases into a user-friendly, simplified, and accessible solution across the enterprise.

CAMACO, a leading seating systems solutions provider, needed to replace its outdated, unmanageable batch-process MRP system with a completely integrated system. As the largest independent supplier of engineered seat frames to the North American automotive market, the company had been facing extreme productivity and cost-cutting requirements from its customers. CAMACO’s aged EDI system was experiencing frequent failures and lost data in all three of its facility locations: Columbus (Nebraska) Manufacturing; Lorain (Ohio) Manufacturing; and Lorain County (Ohio) Automotive Systems. The existing system used a dial-up connection, was mapped to an MRP system, was driven from a PC, and relied upon a modem to send and receive data. Sometimes the system mapping failed, the unreliable PC stopped working, or the modem would not dial out to the value-added network (VAN). Since the EDI software was also out of date, software support was no longer available. The company needed an up-to-date systems solution that would address its network issues while reducing its existing burden of high maintenance costs and expensive hardware and software upgrades. With an eye toward the future, CAMACO wanted more than just a base MRP/ERP system. It wanted an all-encompassing solution so it would not have to hire a database administrator or a third-party developer/consultant to design additional functions or provide custom support.

Accuride Corporation faced significant challenges in its operations due to the use of seven disparate systems, which made it difficult to get a comprehensive picture of how operations were performing. The company spent a lot of time and resources gathering and questioning data instead of using it to make informed decisions. Additionally, Accuride had a diversified product portfolio that required streamlining with better operational support. The lack of enterprise-wide visibility, decision-making, and negotiating power further compounded these challenges. To address these issues, Accuride embarked on a 'Fix & Grow' strategy, investing over $150 million to restore its core operations to reliable, profitable performance. This included consolidating and upgrading its steel wheel capacity, expanding its aluminum wheel capacity, and implementing common LEAN Operating Systems. However, a critical element of this strategy was the implementation of a new, companywide ERP system to provide a single version of the truth and consistent data sets across all operations.

For more than a decade, Batesville Tool & Die had used multiple data systems to manage its various business and manufacturing processes. These custom applications barely communicated with each other—and they couldn’t integrate the company’s plant in Mexico. Batesville sought a leaner, more efficient operation that could help it keep pace with today’s data-driven business environment. With facilities in Batesville, Indiana, and Queretaro, Mexico, Batesville Tool & Die is a global supplier of precision metal stamping components for automotive, appliance, and other industries. For more than 30 years, Batesville Tool & Die has produced complex stampings and welded assemblies, with stamping capabilities ranging from 50 to 1,200 tons. For more than a decade, the company had multiple data systems to manage various business and manufacturing processes that barely communicated with each other. Interested in a more efficient and leaner operation in today’s data-driven business environment, Batesville Tool & Die turned to Plex for an integrated enterprise resource planning (ERP) solution.

OKAY Industries faced a significant challenge in managing its operations due to the existence of 18 different databases that were not integrated with the company's UNIX server. This fragmentation made it difficult to compile detailed information necessary for continuous improvement in operational efficiency. The company needed a solution that could integrate its entire operation, streamline data management, and support its culture of continuous improvement. Additionally, OKAY Industries had to comply with new ISO standards and requirements, which added another layer of complexity to its operations.

FloraCraft faced challenges with its legacy ERP system, which was unable to keep up with the company's growing needs. The existing system, MXP ERP, provided limited visibility into operational capabilities and financial status, and the warehouse management system, WHSe-LINK, had a lag time in data updates. The company needed a more integrated and real-time solution to manage its expanded product lines and increased lead times for overseas manufacturing operations. Additionally, the manual verification process for universal product codes (UPCs) was prone to errors, which was a significant issue given the company's 3,500 SKUs.

American Axle & Manufacturing (AAM) faced significant challenges in gaining real-time visibility into its manufacturing operations across its two main divisions: driveline and metal forming products business unit (MFPBU). Each division operated with separate ERP systems, leading to difficulties in consolidating data for a comprehensive view of performance. The lack of a unified system hindered the management team from effectively planning capacity, driving quality, and understanding the financial status of the business. The need for a single, integrated ERP system was critical to achieving operational excellence, quality, and technology leadership.

Polamer Precision faced several challenges in the aerospace industry, including meeting stringent quality standards and regulatory requirements, competing against larger companies with sophisticated processes, and dealing with paper-based processes that hindered cross-functional visibility. The company was not large enough to justify a major ERP implementation but needed a scalable system to support rapid growth. The reliance on paper-based processes made it difficult to optimize production and meet the demands of their operation.

G&W Products faced significant challenges with their existing ERP system, which was not user-friendly and made it difficult to access critical information needed for business decisions. The company had to rely on manual, paper-based processes, leading to issues with inventory management and traceability. Identifying capacity restraints and order statuses was a lengthy, manual process that consumed valuable resources. This inflexibility prompted G&W to search for a new ERP system that could support its growth and streamline operations.

When Wisco Industries’ customers began requesting advanced capabilities such as integrated quality and EDI, the company knew it needed a new ERP system. Its previous platform didn’t integrate with other business systems and lacked adequate functionality for controlling inventory. It also required lengthy upgrades that disrupted production. Hoping to eliminate the data siloes that made it difficult to meet customer needs, Wisco Industries began researching cloud-based solutions. Losing production time to upgrade a complex ERP system is something that would make any manufacturer cringe. Yet, it happens. But for Wisco Industries the pain didn’t stop there. Along with the complicated upgrades, the company also had a lot of external systems that didn’t interface at all—like quality documentation, SPC, and even human resources information like employee vacation time.

Private-label manufacturer Shank’s Extracts was growing increasingly frustrated with its ineffective legacy ERP system. Inventory was hard to locate, and it was difficult to know what or how much was on hand to fulfill orders. Quality certifications still required manual document gathering and lengthy prep cycles, especially given critical data was locked in separate systems and difficult to compile. The Shank’s team knew it was time to find a solution that eliminated heavy IT infrastructure and hardware investments. They wanted something modern, something cloud-based and something that would positively impact their business. As a private label manufacturer, Shank’s Extracts faces complex supply chain, production, and quality challenges. There are many moving parts across several products that all have to work in concert with each other in order to meet customer demand. The company currently has about 2,400 active formulas for its vanilla and other extracts with 3,300 SKUs for finished goods—and growing. Focusing on quality and on-time delivery is an all-encompassing endeavor, which is why Shank’s decided to move from its legacy ERP system to cloud ERP. Two of the company’s subsidiaries are in different states and an on-premise solution just couldn’t provide the kind of access Shank’s needed.

Quatro Composites faced a significant challenge in managing its rapid growth and the complexity of its operations. The company had inherited an IFS ERP solution from its sister company, which did not meet its needs. This led to an exhaustive search for a new ERP/MRP solution that could handle multi-location access, scalability, and a low total cost of ownership (TCO) over ten years. The existing system was heavily reliant on manual data entry through spreadsheets and Access databases, which was inefficient and prone to errors. Quatro needed a solution that could automate data collection and provide a centralized, integrated system for managing business operations and data storage. The company also required a system that could support collaborative processes, eliminate departmental siloes, and improve data integrity to speed up product development. Additionally, Quatro aimed to reduce scrap across the organization and needed a system that could provide comprehensive analytics and reporting capabilities to track progress and savings for continuous improvement.

HK Metalcraft faced several challenges with its legacy ERP system, which was no longer able to handle the increasing complexity of customer demands and expectations. The system's limitations led to inefficiencies, such as an abundance of work in process (WIP) and difficulties in tracking and traceability due to the lack of serialized inventory. Additionally, the highly-customized nature of the ERP system meant that IT personnel were spending more time maintaining it rather than focusing on other critical tasks. The company's president, Joshua Hopp, recognized the need for a more manageable and efficient system that could support the company's growth and operational needs.

As a fast-growing contract packaging company, Aaron Thomas Co. recognized that its customer relationships are a great competitive weapon. But to maintain such rapid growth, the status quo of legacy applications, paper and manual processes just weren’t going to cut it anymore. Aaron Thomas Company had one eye on securing its future growth and the other on maintaining its performance levels and quality. This is something that has earned the company accolades such as “Contract Manufacturing Supplier of the Year” – and it is what drove Aaron Thomas Company to set out to find an ERP that could help solve some of its most pressing business challenges. Dealing with customers in highly regulated industries like food, nutraceuticals and pharmaceuticals, Aaron Thomas needs to track 100 percent of their inventory at all times. And as a contract packager, customers fully rely on them for centralized inventory visibility, quality controls and the traceability to perform recalls in a short period of time. To top it off, it was critical to find a new system that could be implemented quickly and scale with a quickly growing business.

With labor-intensive, antiquated production systems in place, Sanders was experiencing slow or hindered business performance. The team wanted to improve its agility to meet rising demand and take advantage of seasonal production opportunities. That meant bringing in an efficient system that allowed real-time tracking, improved traceability, and accurate forecasting abilities. Historically, Sanders has been renowned for the exceptionally fine quality of their chocolates. However, a shorter span of time in between seasons and rising demand meant they needed to start seasonal production earlier each year. In addition, exporters wanted to start shipping Sanders chocolates all over the world. The stakes were higher than ever before, and the processes that were working for Sanders up until now would no longer be able to support their new growth trajectory or support their vision for the company. Simply put, what Sanders wanted was better scalability, visibility, traceability, and accessibility –– and their old manual systems were falling short on all counts.

Facing its launch as an independent company, Motus Integrated Technologies needed to move off its QAD MFG/PRO manufacturing system. Motus aimed to upgrade to a new level of solution that would enable it to address its leading business challenges. The company’s paper-based processes limited visibility into production and inventory, and heavy use of spreadsheets hindered analysis of financial and production data. Seeking to implement common business processes on three continents, Motus began looking for a cloud-based ERP solution. As Motus evaluated potential ERP solutions, the company had several priorities. First, because Motus would have faced penalties for not moving off of Johnson Controls’ system promptly, any potential solution had to go live quickly. Second, the new company didn’t want to be burdened with implementing and maintaining a system in house where they’d have to manage databases. Given these priorities, moving to a cloud solution just made sense— and so Motus chose Plex.

Hausbeck Pickles and Peppers faced significant challenges in managing their inventory and production processes. The company relied heavily on paper-based processes, which limited visibility into their largest asset, inventory. This lack of visibility made it difficult to manage inventory costs effectively throughout the production process. The situation was exacerbated by a failed mock audit, highlighting the need for better control over ingredient tracking and traceability. The CFO realized that the data from their accounting system was not aligning with actual inventory costs, leading to discrepancies and missing inventory. The company used QuickBooks for accounting and another system for inventory, but these systems lacked integration and costing capabilities. Additionally, tracking and tracing ingredients through production was cumbersome and time-consuming, relying on multiple spreadsheets and manual processes.

After acquiring another manufacturer, Gill Industries needed to quickly standardize on a single ERP with the ability to centralize operational data. As an organization that relied heavily on QuickBooks and spreadsheets to manage its business and production, the team was challenged by its new executive leadership to track and report performance metrics across the organization, for all eight facilities. Its legacy ERP system required heavy IT resources, maintenance and upgrades, so a quick move to a less cumbersome system was a priority. One of the challenges in the aftermath of an acquisition is to determine which systems the newly formed company will standardize on and use to run the business. Gill Industries, a supplier of advanced mechanisms and welded assemblies, was in this position in 2015 when it acquired GR Spring & Stamping. Prior to the acquisition, Gill had three different ERP systems (IQMS, QAD, and MAPICS) and was in the process of rolling out IQMS as its standard.

Eurotranciatura Mexico faced significant challenges in maintaining product quality and operational efficiency due to its aging AS/400 system. The company needed to address these issues to support its growth ambitions, especially as customers in the automotive industry demanded higher quality standards. Additionally, the company had to manage large up-front investments in machinery and adapt quickly to changing customer requirements, which necessitated a more efficient and flexible system.

A&K Finishing faced several challenges in its operations, primarily due to outdated systems and fragmented processes. The company relied heavily on spreadsheets and a Great Plains accounting system, which led to inefficiencies and inaccuracies. Physical inventory counts were time-consuming and often inaccurate, causing delays and disruptions in the production process. Managers spent a significant amount of time on data entry, up to 85%, which detracted from their ability to focus on strategic tasks. Quality control issues were prevalent, leading to production delays and impacting customer satisfaction. The lack of a unified system made it difficult for departments to share data seamlessly, resulting in fragmented business processes. A&K Finishing recognized the need for a robust ERP system to streamline operations, improve data accuracy, and enhance overall efficiency.

Argent International faced significant challenges with its existing ERP system from QAD, which was cumbersome for end users and introduced process disruptions with every upgrade. The system failed to provide critical visibility into capacity and inventory, leading to scheduling problems, missed delivery deadlines, and a reliance on error-prone and time-consuming manual inventory processes. These issues were particularly problematic for Argent, a company that competes on quality, as they hindered its ability to maintain high standards and efficient operations.

The global food and beverage industry faces significant challenges, including the need for full product traceability across the supply chain, quality stock on demand, and maintaining profitable price points. Companies like Old Mill Kettle Corn (OMKC) and Green Flash Brewing Co. are under pressure to adapt to these demands while managing growth and maintaining their unique brand values. OMKC, for instance, faced the challenge of transitioning from paper-based production management to a more efficient system to handle new distribution offers and expansion. Similarly, Green Flash Brewing Co. needed an ERP system that could support their vision of innovation and expansion while preserving their 'beer first' philosophy.

Coastal Automotive faced significant challenges as it rapidly expanded, outgrowing its existing point inventory system. The company struggled with inventory traceability, which was only possible through spreadsheets, making it difficult for teams to have visibility into job management. Compliance audits were also cumbersome, requiring extensive manual preparation and verbal explanations. These challenges hindered the company's ability to scale efficiently and maintain its competitive edge in the automotive industry.

FCC North America, a leading clutch assembly manufacturer, faced the challenge of modernizing its paper-based shop floor processes to efficiently serve a growing number of automakers. The need for digitization became more pressing after a tsunami in Japan forced the company to reconsider its on-premise computing approach. This event led FCC to explore cloud solutions, marking a significant shift in its ERP evaluation process. The company recognized that to remain competitive and meet the demands of new customers, it needed to adopt a modern enterprise resource planning system that could streamline operations and improve efficiency.

Horizon Technology faced several challenges as a growing company in the complex powder metal industry. Operating on three disparate software platforms, the company struggled with product quality control and traceability, which were crucial for innovation. The aging AS/400 system made product traceability difficult, and the lack of a dedicated IT staff limited options for on-premises software installations. Additionally, Horizon's small size relative to competitors forced it to work smarter to prove itself to prospective customers. The company needed a more sophisticated, fully integrated platform to manage its complex business and support its growth plans.

Olde Thompson faced significant challenges with its outdated SQL UNIX ERP system, which was heavily customized and unable to support the company's aggressive growth plans. The system's limitations made it difficult to determine product costs, profitability, and discount strategies, hindering the company's ability to land new customers. Additionally, the lack of a modern software platform impeded the company's ability to coordinate supply chain and production planning effectively. The need for a scalable cloud platform became evident as Olde Thompson sought to improve customer service levels, support EDI transactions, enforce quality standards, and reduce paperwork.