Before the implementation of ProcessMaker Campus, Oregon City Schools District managed its Purchase Requisition Requests through paper-based forms. Staff members would fill a form and submit it to the building, a Courier would then pick it up (once a day) and the forms would then be distributed to the correct department at the Central office. The process could take up to three days depending on supervisor approvals. Once it hit accounting, Purchase Requests were inputted daily into the system by hand and then had to be “shipped” back to the school or origin. When individuals were out of the district it could be even longer. Some of the biggest challenges the School District experienced were the timeliness of getting purchase orders back to requestors, POs sitting on individuals desks and not moving forward, paper shuffle with paper going mailbox to mailbox, and nobody knew when a PO might get entered into the system because it could sit on someone’s desk for several days while they were out of the office.

P2 Energy Solutions, a provider of financial and accounting software to 1,700 oil and gas companies, was facing a number of challenges. Their technology stack included over 100 different software solutions and they required a workflow solution to complement these existing systems. The lease approval process was not connected to other processes and integration for production volumes often went to external software. Geological offerings were not part of traditional accounting packages and energy companies and their software had to comply with complex governance dictated by state and federal law. These challenges were hindering the company's ability to effectively manage and streamline their operations.

Adecco Colombia, a branch of The Adecco Group, was using manual processes to communicate with its employees, customers, and to collect and store data. These manual solutions resulted in communicated lags, posed significant security risks to sensitive information, and created a lack of transparency in software accessibility among temporary employees. The branch also suffered from clearly defined process management, along with transparency around how much software accessibility was permissible for its temporary employees. Managers granted access to contractors on an ad-hoc basis, often taking days or weeks for new users to get access to the systems they needed. At the same time, these contractors were granted access to systems and permissions that were off-limits to employees outside of upper management. This posed a significant security risk to Adecco Colombia.

United Bank of Africa (UBA) was previously using a vendor-provided workflow solution that had limited functionality and did not meet the needs of the ever-changing business in providing value and service to its customers. The old software made it difficult to measure business-critical KPIs such as request turnaround times. The automation of complex manual processes was time-consuming and achieving full autonomous automation was arduous. Changes or updates to current practices meant making difficult adjustments to the old system. All of these factors proved inefficient in cost.

Nuevatel SA, a leading telecommunications company in Bolivia, Haiti, and the Dominican Republic, identified the procurement process as one that had a high level of visibility within the company and would be an ideal starting point for a BPM implementation in ProcessMaker. The procurement process was centralized, meaning that employees of both central and regional offices had to contact procurement officers at headquarters in order to file purchase requests. This was usually done by phone or email. These employees would usually have to call multiple times in order to check on the progress of the application. As a consequence of this the officers spent too much time responding to and verifying the status of these purchase requests. The application forms often had to physically travel from one place to another for approval. Purchasing agents received applications without any type of standard format which caused the agents to have to make numerous calls to their internal clients to clarify aspects of the requests.

Barton & Associates, a healthcare staffing solutions provider, was struggling with an inefficient worker placement process. The company was using a combination of email, excel, and paper to manage the various parts of the healthcare worker placement process. This process was unwieldy, and Barton & Associates had little visibility into the status of pending requests. The overall effect was that Barton & Associates found that its staff was spending too much time trying to fill holes in the process with phone calls and redundant follow-up emails designed to verify important pieces of information that were not being effectively captured in the process. As a result of the inefficiency Barton & Associates identified in its worker placement processes, the company felt that it needed a solution that could automate the process and greatly improve its process management capabilities.

The Autonomous University of the State of Mexico (UAEMex) is a public institution of higher education that is committed to generating, studying, preserving, transmitting, and spreading universal knowledge. It is currently positioned as one of the best universities in Mexico. However, UAEMex faced a significant challenge. The university needed a system to facilitate the planning, monitoring, and easy access to relevant information to all agreements that UAEM has. In its current state, there was no single system of record for all conventions. As a result, the students, teachers, and administrative members could not access information about agreements because information was not available and often prevented students from benefiting absolutely from university agreements.

Coincidir Servicios Financieros, a microcredit institution in Mexico, was facing challenges in managing their loan verification process. The process was manual, time-consuming, and lacked precision, leading to low recovery rates on loans. The qualification criteria for allowing a line of credit was not always met, resulting in only 10% recovery of every $2 million borrowed. Coincidir needed an effective and comprehensive risk analysis process to prevent them from taking on high-risk loans. They also needed to minimize their timeline for loan approvals to take on more accounts and improve customer satisfaction. The new workflow process needed to be duplicatable and flexible to accommodate any new credit services Coincidir might decide to offer their clients in the future.

MN Vermogensbeheer, a financial service provider, was using an on-site archive to store policy documents for pension funds. This system required maintenance by a team of internal employees, which was time-consuming and took away from their ability to focus on core processes. Updates to the platform required the involvement of team members from different departments, further reducing their available bandwidth. The need for a more efficient and less labor-intensive solution led MN to consider moving to a cloud-based platform.

In a highly competitive market, the speed of the loan approval process can make or break your success. For this bank, many tasks were still heavily manual: banking staff verified passports, employment records, bank statements, and payslips by hand. The bank regularly lost customers who switched to a competitor with quicker decisioning. Because of the backlog, marketing often had to pause or pull back on campaigns—simply because employees couldn’t take on any more requests.

Valeo, a global automotive industry supplier, was facing significant delays in its business process management (BPM) approval process, which took 90 seconds or longer. This resulted in a surplus of user complaints and a major decrease in customer satisfaction. The company needed to improve its business processes to meet new demands and accommodate its aggressive growth rate goals. Valeo's previous BPM, a Fujitsu product, was not able to keep up with the company's fast-growing needs for workflow applications, including mobile interface.

Kingfisher, Europe’s largest home improvement retail group, operates more than 1,000 stores in eight countries in Europe and Asia. The company has a number of boards whose ability to drive strategic decisions is critical to the success of Kingfisher’s expanding brand portfolio of DIY retailers. Members of the company’s board of directors often serve across a number of committees and require materials for several board meetings delivered with short notice. Formatting board materials, printing physical copies and adding new pages as inevitable last-minute changes arose was time-consuming work performed by the Kingfisher Company Secretarial team. The frequency of meetings and the location of board members across Europe presented a challenge when it came to compiling and delivering board materials in a timely, secure and cost-effective manner.

Sysco Corporation, a global leader in food and related products, faced a significant challenge in managing its over 300 active entities and divisions across various regions including the US, Canada, Europe, China, and South America. The company's biggest risk was keeping up-to-date with each entity's business operations and ensuring they were in good standing. Sysco's transport vehicles regularly cross state lines, and if the entities they operate from are not in good standing, they could potentially face severe fines. The company needed a system that would allow them to track not only US and Canadian companies, but also companies in Europe, China, and South America. The previous system they were using was very limited and lacked flexibility.

CRICO, an insurance provider for all Harvard medical institutions and their affiliates, was facing challenges with its legacy process of compiling and disseminating board books. The process involved a combination of physical copies, encrypted PDFs, and FTP sharing. This method was not only time-consuming but also lacked a centralized information repository and fell short of frequently expanding security and compliance expectations. The company had volumes of data with varying sensitivity levels that needed to be transferred between different institutions, boards, and committees. It needed a solution that could accommodate those partnerships and maintain the strong control that their data agreements require.

Intu Properties Plc, a leading owner, manager, and developer of prime regional shopping centres, faced significant challenges in managing its Board, which holds more than 30 Board and committee meetings per year. The process of sourcing and collating Board meeting materials was time-consuming and cumbersome, often involving the printing of 600-page packs on reams of paper, which would then need to be collated and dispatched through the post. The company also faced the challenge of securely managing ultra-sensitive documents related to public company offers, ensuring that only authorized individuals had access to these documents.

The Australian Red Cross was using a board portal solution, BoardLink, to manage its board papers, after moving from a paper-based system in 2008. Its previous board packs consisted of more than 500 pages of paper, and were time consuming to assemble and produce for each of the 16 board members. The objective of implementing BoardLink was to shift to an electronic system for its board packs; however, the not-for-profit struggled with user uptake. The BoardLink solution was cumbersome to use and many of the board’s long-standing members were resistant to change, resulting in a continuing reliance on paper. BoardLink also offered offshore support, making it difficult to get timely responses to issues with the system.

General Mills' board of directors started using Diligent Boards in 2011 as a secure solution for board meeting management. Prior to using Diligent, the organization was using a paper process, which didn't offer the efficiencies or protections the corporate secretary group needed. In 2019, the board added Diligent Messenger, an integrated messaging app that centralized their board messages and ensured all communication to and from directors was encrypted. When the COVID-19 crisis hit, the Diligent solution enabled the General Mills board to respond swiftly and effectively to work at-home requirements. The corporate secretary group was able to continue operations remotely, including scheduling board and committee meetings and securely delivering regular COVID-19 updates to the board.

EDENS is a private real estate investment trust with three institutional owners: J.P. Morgan Asset Management, the New York State Teachers' Retirement System and The Blackstone Group. Therefore, the company's needs for board meetings and collaboration differ from those of a public company. Not only must the three institutional investors securely access board documents, consents and other information, but they also need to share that access with non-board members within their respective teams. Prior to adopting the Diligent platform, EDENS and its administrative staff were creating and distributing hard-copy board books for each board meeting and circulating consent documents via email, which presented a logistical and production problem.

UnitingCare, one of Australia’s largest non-profit health, aged care, disability, and community service providers, was facing a challenge of managing a massive amount of organizational data spread across various systems. With over 460 locations, the organization needed an enterprise-grade software system that would bring all their risk and assurance related data together so they could increase efficiency and leverage insights from Internal Audit while supporting Management to deliver targeted risk and assurance assessments in real-time. They needed to connect all of the major operating systems within the business—including SAP, AX9, AX12, D365, three timesheet systems, and three clinical governance systems— to aggregate all of their data in a single spot. Andrew Cooke, General Manager of Risk & Assurance at UnitingCare also wanted a way to manage the more than 400 complex child safety risk assessments across different lines of business. He wanted a way to track the status, the results, and how the risk profile changes over time.

Despite their track record of success in delivering end-to-end solutions for collecting, processing and understanding sensor data, a leading defense contractor had significant gaps in several key areas related to governance, risk and compliance (GRC). They had resorted to leveraging a manual spreadsheet process for risk assessments, which made it nearly impossible to scale coverage and to report on assessment results. The lack of automated reporting capability made it difficult for leadership to get a true picture of the status of risks being tracked, and the vulnerability management team had no mechanism to drive accountability and timely remediation of problems. They also had difficulty demonstrating how their GRC strategy incorporated into required policies, procedures and controls. Additionally, as a government contractor, they had a number of federal mandates and standards to meet—including NIST 800-171.

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.

Jorge Tadeo Lozano University, a private university in Colombia, was seeking to consolidate its institutional archives and digitize a large portion of its documents, such as enrollment, admission and registration records, grades and transcripts, so that they could be accessed digitally. The university wanted to expand the use of the system to include both internal and external processes, enabling records to be tracked from initial registration at the single correspondence window. The university also aimed to integrate DocuWare with existing IT applications and an electronic signature system approved in Colombia.

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.

Armonea, a healthcare company that manages 132 facilities and cares for over 15,000 seniors, was struggling with the administration of nonstandardized incoming invoices. These invoices, which did not originate from the main suppliers of the Armonea Group, required manual data entry and transfer to the accounting system Agresso (now Unit4 ERP). This process was time-consuming and inefficient, taking away valuable resources that could be used for other tasks.