Mann Lake, a leader in the beekeeping industry, faced a challenge after switching to NetSuite in 2020. The company needed a shipping solution that could integrate with its new ERP and automate its processes. Mann Lake has approximately 12,000 SKUs, with products ranging from one-pound boxes to 60-pound boxes with varying dimensions. Some shipments also qualified as HAZMAT and required special handling, instructions, and labeling. The company's previous shipping software was unable to automate these processes or integrate with NetSuite and all of its carriers. This led to a bottleneck in the order processing line. Additionally, Mann Lake was manually rate shopping between UPS, USPS, and FedEx, which was time-consuming and increased the likelihood of errors.

Motus Freight was facing a significant challenge due to the large amount of manual work involved in routine shipments. This was not only time-consuming but also inefficient. The company's vision was to create 'the perfect shipment' - a streamlined, automated system that would unite their supply chain and enhance productivity. The challenge was to transform their existing processes and systems to achieve this vision.

Vine Line Logistics, a third-party logistics provider, was facing growth limitations due to the restrictive capabilities of their outdated and costly on-premise transportation management software (TMS). The company needed to upgrade to a modern solution that would enhance efficiency, automation, collaboration, and visibility, thereby driving greater revenue. They were looking for a solution that could create a flexible, collaborative portal for customers, carriers, and staff, offload TMS software and hardware maintenance support and costs using a scalable SaaS, cloud-based solution, and upgrade the user interface to appeal to modern digital users internally and externally. They also wanted to simplify and expand solution integration capabilities, streamline onboarding of electronic data interchange (EDI) customers, reduce training requirements with a more intuitive solution, and generate larger revenue opportunities with customers.

Port City Logistics, a logistics service provider in the Port of Savannah area, has been experiencing substantial growth since late 2019. The company aimed to connect with more shippers and turn away from being a pure commodity to a value-added partner. However, this required a new strategy that would involve connecting with more non-vessel-operating common carriers (NVOCCs), gaining more visibility into inventory levels at the warehouse, ensuring constant oversight and tracking of all trucks and documentation through an app-based experience, providing a secure information gateway for both carriers and shippers, and scaling operations without limits.

Genpro, a non-asset transportation provider, was facing challenges with its existing Transportation Management System (TMS) which was not supporting and meeting the vision and plan for future growth. The company needed a more accessible, scalable TMS with integrations to connect partners to critical planning and shipping information. The solution required to automate redundant shipment tasks, centralize and connect internal and external stakeholder views, simplify the user interface, scale to support growth, and respond in real-time to customers and carriers managing volume and capacity allocations.

Gillson Solutions, a freight brokerage, was using a truckload dispatch program that was not designed for their specific needs. The program was more suited for dispatching and routing trucks rather than searching for capacity, onboarding new carriers, and building a network of trusted carrier partners. The company's processes were largely manual, relying heavily on spreadsheets and piecemeal programs for data. This resulted in a clunky and inefficient system that was slowing down their operations and hindering their growth goals. They needed a tech stack that was fast, intuitive, easy to learn, and easy to navigate. They also needed strong search functions to help them find information quickly without endless scrolling and screen jumping.

Ryder System, Inc., a leading logistics and transportation company, was facing a significant challenge in connecting its supply chain. The company's supply chain included shippers, receivers, carriers, and service providers, all of which were operating in silos due to disparate technology and manual processes. This lack of integration was causing inefficiencies and hindering the company's ability to provide its customers with the benefits of modern, cloud technology. The company needed a solution that would integrate these disparate systems into a single network environment, breaking down the silos and enabling real-time collaboration across the supply chain.

Port X Logistics, a company known for its value in providing expedited containerized cargo management, drayage, trans-loading, and OTR trucking, was facing challenges in managing its diverse supply chain. The company was using multiple, disparate systems with a cumbersome manual management process. This disjointed process often left NVOCCs uncertain of whether a booking was shared and documented appropriately. BCOs had limited access to real-time information, and even upon request, the Port X team could take hours to review the information and provide it. Tracking down the right proof of delivery image, from thousands of files, was a hassle while trying to operate as a trucking company. The need for faster responsiveness fell under the microscope within the confines of the COVID-19 outbreak, forcing companies to mandate the use of contactless paperwork.

Port X Logistics was facing a challenge in bringing together people and systems to provide complete visibility and real-time data access to NVOCCs. They were seeking a solution that would enable proactive communication and efficient document management with steamship lines. Additionally, they wanted to offer compliance and visibility measures to BCOs and their freight forwarder partners.

ACE Forwarding was in search of a comprehensive transportation management system (TMS) that could enhance visibility and assure their customers of the safety of their freight. They had reviewed over two dozen TMS, including those specific to air freight, but none met their needs. Their previous system was merely a landing page for tracking and lacked customer experience features. This lack of visibility hindered ACE Forwarding from delivering the level of customer service they desired. Additionally, their previous system was disjointed, leading to operational inefficiencies and underutilization of assets. The system was also not user-friendly, forcing operational staff and drivers to navigate through multiple screens and tabs to track shipments and assets, creating a high-stress scenario.

Taimen Transport, a North American 3PL, was struggling with manual supply chain processes that were exhaustive and costly. They had to compile data from multiple carriers, LSPs, and other sources, which was a time-consuming process. Creating carrier scorecards based on manual reviews of performance information was another challenge. They were spending an average of two hours daily on check calls alone. Their processes were rigid and could not handle sudden disruptions. They also had trouble integrating with other systems due to outdated processes. All these challenges were limiting their scalability and growth.

Taimen Transport LLC was struggling with outdated legacy systems that were causing productivity loss due to redundant processes and clunky interfaces. The company was in need of a smarter way to manage freight, with a strategy that would equip their best people with the best technology. The existing systems were not only inefficient but also hindered the company's ability to work remotely and onboard customers and carriers instantaneously.

Taimen Transport LLC, a rapidly growing logistics company, had previously implemented Turvo, a cloud-based collaborative logistics platform, which became a mission-critical part of their business. As Taimen grew, Turvo increased their productivity by over 400% and improved their communication with customers. However, with the onset of the COVID-19 pandemic, Taimen faced a new challenge. Vaccines were authorized for emergency use and needed to be transported across the country. The success of the cold chain was critical, and failure was not an option. Taimen was called upon to handle this critical task.

The global automotive manufacturer in this case study had two manufacturing plants producing the same V6 engine with similar production rates and model variants. One plant used the eFlex Assembly architecture, while the other used a highly automated fixed architecture. Both lines had over 100 workstations and up to 200 model variants. Both sites needed to re-rate production and introduce new models. The challenge was that the highly automated fixed tooling line was inflexible, costly, and time-consuming to change. This resulted in lost opportunities and a lack of competitiveness in the market. The manufacturer needed a solution that would allow for rapid changes in production requirements, configurability, distributed control, and plug-and-play capabilities.

The customer, a global automobile manufacturer, was facing challenges with their existing transmission manufacturing process. The detailed nature of automotive transmission manufacturing and the high cost of errors made it crucial to ensure high levels of quality and minimize warranty costs. Prior to implementing a vision inspection system, the transmission line and all previous assembly lines were managed in a manner that was inefficient and costly. Images were stored on 50 PCs scattered throughout the plant, requiring engineers to visit each storage area to retrieve images associated to a particular serial number. This incurred excessive PC life-cycle cost and labor due to the initial investment, and ongoing OS patches, virus updates and hardware failures. The PCs failed to integrate and store images reliably, resulting in lost images. The system also lacked diagnostic capabilities, such as alerts when quality was degrading, as well as data and reporting capabilities.

A global automotive manufacturer was facing a sudden shift in market demand due to changes in fuel prices. The demand for 4-cylinder engines increased overnight, while the demand for 6-cylinder engines dropped. The manufacturer's assembly lines, which were highly automated and fixed for 4-and 6-cylinder engine assembly, were not flexible enough to adapt to this change. The 4-cylinder line was running around the clock but could not increase its capacity beyond its original design capabilities. The 6-cylinder line was meeting production requirements by 10 am and sitting idle for the rest of the day. This inflexibility resulted in lost sales opportunities.

Grupo Bimbo, a global Mexico-based CPG company and the largest bakery in the world, was facing challenges in implementing higher safety standards across its 20 plants in 10 countries. The company's existing systems were unable to provide access and control over key insights such as safety incidents and investigations, progress of best practice SOP implementation, and real-time visibility and data into safety performance. This lack of visibility and control was hindering the company's ability to make proactive decisions to prevent workplace incidents and implement organization-wide changes.

The global brewery was facing issues with the receipt of brewing ingredients and materials. They were visually spot checking trucks that delivered these materials and often found mismatches between Bills of Lading, Ship Tickets, and even delivery locations. There were instances where they received the wrong materials or someone else’s materials which then hindered production and showed a lack of accountability. The company needed to accurately capture data and digitize processes in order to optimize operations. They wanted to collect and analyze quality data faster, and allow inspectors to report inconsistencies right away. They also wanted to provide quality managers and their teams with greater visibility and control over real-time data captured.

The global brewery was focused on product development, which resulted in the adoption of digital transformation processes taking a back seat. One of the major challenges was enabling operators on the floor to complete autonomous maintenance tasks, like clean/inspect/lubricate (CIL). The brewery had industry-standard CIL steps documented on laminated sheets of paper. However, these were rarely used and contained outdated images and information. There was no way to track if operators were completing the process or not – the data on CIL completion rates across teams and machines was inadequate. This resulted in a lack of confidence that the machines were being maintained at an optimal level and the inability to accurately track the completion of this critical procedure.

Scientific Drilling, a leading provider of directional drilling equipment and services, aimed to become the 'ultimate partner in wellbore placement'. To achieve this, they focused on tool performance, strategic cost reduction, and process optimization. Rob McKee, SVP of Manufacturing and Product Support, was tasked with driving the reliability component of these performance improvements. The team recognized the need to integrate in-depth data analysis into their repair processes at Scientific Drilling’s motor shops. They aimed for digital workflows for standard assembly, disassembly, and repair procedures, actionable insights and quick visibility into quality workflows, near real-time data collection during repair operations, 100% conformance to process standards, and measurable improvements in cost and reliability.

The company, one of the largest dairy manufacturers in the world, was facing hurdles in scaling its operations to meet growing demand. Outdated procedures and processes led to inconsistent data capture, impacting operational productivity, quality, and employee safety. The company's largest site produces different types of drinkable yogurts. For every batch of finished product, samples are sent to the quality lab for microbiology and physico-chemical testing. All lab results were recorded on paper and created large binders of data, which were then manually entered into SAP every 24 hours, leaving room for human error. The data reporting process took anywhere from seven to 30 days to uncover trends or identify if the production line was complying with quality standards. Additionally, a single safety inspector would walk around a production facility to conduct safety rounds and create Safety Behavior Observations (SBOs). These reports were filled out inconsistently and would sometimes get lost, resulting in considerable safety insurance premium costs.

Grupo Bimbo S.A.B. de C.V., the world's largest bakery, faced a lack of standardization across critical components of its safety program. This included safety incident investigations, safety observations, and good safety processes. The team identified an opportunity to improve safety performance by generating more insight into the safety program through standardizing operational procedures. They were already using Parsable Connected Worker® in the manufacturing side of the business and wanted to leverage this technology for safety. The challenge was to implement standardized safety program components in a multilingual environment across 20 plants in 10 countries.

Grupo Bimbo, a global Mexico-based CPG company and the largest bakery in the world, was facing costly inaccuracies within their delivery operations. After introducing third-party delivery platforms, they were spending thousands on remedying customer complaints. The company needed to identify the source of the complaints and gain a full picture of where they were losing revenue. However, their paper-based systems could not provide the critical and actionable insights needed, such as visibility into the journey between production, handoff, and delivery, sources of errors such as mismatched orders or damaged products, and identification of costly inefficiencies, such as production errors and waste.

ABB Saint Jean, a plant in the installation products division of ABB Group, was looking for ways to improve product quality and customer satisfaction, while driving greater efficiency in production. The plant recognized an untapped opportunity to harness and build upon the knowledge of its factory workers. They knew workers were key to uncovering what’s happening on the factory floor, finding solutions to problems and contributing to continuous improvement. However, the plant was facing a digital gap. The way they get their information and communicate had evolved dramatically in the past 15 years, but how they do things on the factory floor hadn’t changed in over 25 years.

Riviera, a trendsetter in the dairy industry in Quebec, Canada, was facing challenges in maintaining high-quality standards as it expanded its collection of dairy products. The company lacked visibility into key areas of production that were impacting product quality. This included understanding why non-conformity issues remained unresolved weeks and even months after they had been reported. Riviera was relying on paper and word-of-mouth communications with its employees, which made it difficult to track how and when quality-related issues were being resolved. Another problem was the lack of visibility into workers’ skills and records of training events. Some workers who had been with the company for several years had no record of having completed their mandatory training. This was a concern as it was the company's responsibility to ensure that employees are properly trained and follow standard procedures, including promptly reporting, resolving and documenting all issues.

Atlas Copco Wilrijk Oil-Free Division was primarily challenged by the proliferation of paper in quality control and during New Product Development, which led to inefficiencies in terms of time and costs. For example, checklists were not always filled out, causing a lack of traceability for the remainder of the production chain.

Vandemoortele Zeewolde factory aimed to start an autonomous maintenance project for its production line operators. The regular way of working used to be on paper. For example, the proposal for improvement procedure by the production team was filled on a paper form. These proposals were reviewed regularly, but there was a need for more insight into the status of the review and better communication about the actions. Paper instruction and inspections were used in production, maintenance, Health Safety and Environment, facility and quality assurance.

SANY America, a global equipment manufacturer, was facing challenges in performing mixed model assembly of complex equipment. With the introduction of additional excavator models and a rapidly expanding workforce, the company needed a reliable and efficient solution for quality inspections. The inspections had to be thorough and efficient, even when performed by newer employees, to catch and address any supplier, assembly, or paint issues. Any issues found needed to be documented thoroughly and communicated quickly and accurately for corrective and preventive action. Detailed reporting on up-to-date quality performance was critical to drive quick and focused improvement.

The Site Service Group used the Resco-based Microsoft Field Service Mobile app. Its customizability allowed the company to build an app that suits all their specific needs. When they found out that the app will be discontinued, they stood in front of a though decision. Covering complex network infrastructure in Norway — a country with many hills, valleys, and fjords — was one of the biggest challenges. The Site Service technicians are often sent to areas only accessible by helicopters. Moreover, they must do their job with limited or no connectivity. To make it extra difficult, they must combine lots of technical knowledge and experience with acrobatic skills. Climbing atop several dozen meter tall communication towers is considered a routine operation. This extra vertical mile the technicians must go daily required finding a balance between using a device that is small enough to fit in the palm of a hand but one with a big enough form factor to do the job quickly right on the spot.

Southern States Toyotalift, a manufacturer and distributor of high-quality forklifts and other machinery, was facing a challenge with its sales process. The company heavily relied on on-site offline sales, which involved managing thick folders of sheets for every order. This process was time-consuming and inefficient, leading to wasted work time and money on laborious digitization. The company initially attempted to develop an in-house app to streamline data collection, but after a long development period and significant expenditure, they found themselves back at square one.