Challenge: A specialty chemicals company was looking for end-to-end visibility in its performance intermediates supply chain. They needed a planning solution that enabled value-based planning — while dealing with a complex chemical network.
Challenge: Due to the popularity of its product line, a food producer experienced a sudden increase in local market demand, resulting in an urgent need for cold storage space to accommodate increased inventory. In addition to growing demand, random order frequency necessitated inbound and outbound truck handling flexibility to ensure OTIF fulfilment while maintaining product integrity.
Challenge: With more than 40 acquisitions in 30 years and regularly changing customer requirements, this global supplier of innovative non-woven, flexible and rigid products needed an integrated business planning process and platform to keep its supply chain running smoothly — and to stay ahead of its competition.
Challenge: This footwear company is a leading manufacturer that prides itself in producing a wide range of shoes, from athletic to fashion, in hopes of crafting the perfect style for each customer. Because of the company’s emphasis on creativity, its manufacturing environment is highly complex — consisting of more than 3,000 patterns, 11,000 types of materials and various outdated IT systems. Attempting to manage design and order generation, the company implemented Amber Road’s SAP ERP and PTC FlexPLM systems, which only rendered partial functionalities since the system was not yet fully integrated.
Challenge: A large Amsterdam-based company, boasting sales of over 30,000 household products, sought to expand its market and become a non-resident U.S. importer. The company had to learn U.S. import requirements and establish an optimal logistics strategy for its China- and India-origin goods.
Challenge: A manufacturer of top-tier athletic apparel and footwear is also a supplier for its own retail and wholesale channels. As a global company, it lacked visibility into purchase orders and struggled with shipment tracking. This led to restrictions in the company’s ability to collaborate with a supplier base of several hundred vendors and factories — as well as limited end-to-end visibility.
Challenge: Nearly 10 percent of the world’s drug supply is counterfeit, prompting many countries to set rigid guidelines to track and trace pharmaceuticals across the supply chain. Achieving compliance is often a huge undertaking for pharmaceutical manufacturers and 3PL providers.
Challenge: Growth driven by acquisitions left a global manufacturer with a mixed bag of ERP systems — resulting in an unconsolidated view of spend and an inability to quickly analyze data. The manual reporting system, combined with data extraction and trust issues, was costly and left the manufacturer with a poor understanding of true supplier expenses.
Challenge: A global 3PL recently began providing fulfillment services for large, heavy components of cellphone tower parts. Due to size, material handlers often had to wait for forklift drivers to move components to static computer and printer desks in order to process orders. Workers also had to walk back and forth from staging areas to desks to enter data and print labels. Employee overtime grew in order to handle backlog, and workers reported stress and fatigue.