Challenge: A European fulfillment company was looking to accelerate growth and improve accuracy, flexibility and proficiency in its operations. The company ships millions of packages to more than 250 customers around the world.
Challenge: A multinational fast fashion retailer had separate warehouses for in-store and online fulfillment and was looking to implement an omnichannel model. The company needed to cater to inventory sub-classifications and associated business logic in picking; optimize its downstream operations; improve transportation efficiency; and reduce its dependency on a single warehouse management system (WMS).
The retailer relied solely on manual flow from inbound to outbound, and had no existing framework for opening new warehouses.
Challenge: A large distributor was rapidly growing its wholesale business and struggling to keep up with order fulfillment. A warehouse software system tied to six sub-systems was inefficient, difficult to maintain, and unable to scale.
Challenge: A global manufacturer was focused on reallocating labor to reduce product damage and costs. Within its dynamic environment, it was crucial to adhere to safety protocols while improving reliability.
Challenge: A high-profile customer needed fulfillment for over-the-counter pharmaceutical goods at a new e-commerce store on short notice. Requirements included robust inventory controls, multi-site scalability and fast WMS set up — with a hard "go live" of just 29 days.
Challenge: A multinational oil and gas company relied on thousands of suppliers worldwide — including remote partners in Azerbaijan, Alaska and Angola — for time-critical materials. However, the company lacked adequate visibility and transportation management over it’s 60,000 purchase orders per year, resulting in incomplete deliveries, poor shipment-status insights and high administrative and process costs.
Challenge: With Europe shutting down amid the COVID-19 pandemic, a global automotive parts supplier needed to convince a key client that it had visibility to avoid potential disruption in its supply network.
Challenge: A U.S. multinational had 14 manufacturing sites in Europe, the Middle East and Africa (EMEA). Each site booked transportation using a carrier-specific terminal and website, which resulted in a multitude of site-specific and carrier-specific shipping systems. Consequently, the company lacked centralized visibility for shipment movements and transportation spend.