Challenge: A $15B networking equipment provider lacked visibility to their multi-tier supply chain, could not easily identify and assess risks such as supplier "hot spots" and single points of failure, and was unable to assess risks by part, commodity, category, BUs, location, revenue impact and TTR. Finally, their process for proactive risk mitigation and re-active automated response was inadequate.

Challenge: One of the world's largest steel manufacturers seeks to improve the efficiency of its logistics function. The manufacturer faces two key challenges: 1.) An overall lack of efficiency of all outbound freight flows to worldwide destinations. 2.) A manual, resource-heavy process for managing all shipments, associated costs and billing activity from end to end.

Challenge: In an effort to better communicate with external partners and suppliers, a national gas and convenience store chain was looking to improve order management, invoicing and overall visibility into the supply chain.

Challenge: A retailer and transporter of food goods was faced with a time-consuming integration cycle that was eating into the company’s bottom line. Their resource-constrained IT department was looking for an automated solution to simplify and accelerate its trading partner integration as well as efficiently manage complex data capture and transfer.

Challenge: Medical Device Customer had challenges directed to hospital part shipments for warranty and contract events in EMEA. Primary Goals: Increase velocity and overall rate of returns; Minimize pick-up attempts surrounding returns; Maintain customer satisfaction. Auxiliary Goals: Develop enhanced reporting; Provide increased visibility into return cycle; Develop escalation procedures to help customers overcome barriers to return; Decrease transportation costs associated with multiple pick-up attempts.

Challenge: Lean innovation pipeline and late product management projects plagued office furniture manufacturer.

Challenge: A CPG manufacturer of home appliances needed to control labor expenses and identified a 500,000-sq.-ft. distribution center as an opportunity to streamline. The facility ships to three regional centers and an overflow warehouse.

Challenge: A global consumer healthcare company needed a 3PL to take over, and then move, its display-building operations into a regional distribution center without impacting productivity. The facility was experiencing rising costs and stagnating continuous improvement results.

Challenge: Analyzing historical transportation data revealed a high number of small volume, prepaid shipments from nationwide vendors to the company's West Coast DC. Software modeling suggested that a network of pool points (cross-docking facilities) could yield substantial savings.

Challenge: Severe congestion for customer because retrograde moving back to US ports from Iraq. Expedited move of 6.2 million lbs. of heavy rolling stock origin to destination to be completed within 18 days. Length of haul, maintaining control of the cargo and expedite to destination within constrained RRD. Rail not an option due to congestion at the destination and their ability to quickly unload rail cars.