Challenge: A major winery was distributing all its wine products from its California location. This resulted in 7-day to 21-day delivery cycles to its customers - 500 U.S. wine distributors. The company, and its independent logistics services subsidiary, wanted to shorten this cycle and chose Kane Is Able, Inc. to be its Northeast logistics partner.

Challenge: Our client made a bold promise to its customers. Order any of its 600,000 products from its vast super store of industrial supplies by 8:00 pm EST, and get next day delivery. But with more than 2 million square feet of warehouse space and the highest SKU count in the industry, keeping that promise was a challenge.

Challenge: ScottTech had a customer who needed to transport 18 horizontal carousels to another building. The customer uses ScottTech's PickPro WCS warehouse control software which interfaces with their SAP system. PickPro WCS manages the inventory and provides software controls to various automated storage and retrieval systems. ScottTech's customer was subject to a penalty for each day manufacturing was not operational beyond the 14 days.

Challenge: A global pharmaceutical company ships its products globally by a combination of air and ocean freight. To improve supply chain operations and reduce costs, This company has undertaken a multi-year strategy to transition more product from air freight to ocean carriage. The company's supply chain team had been successful in the past at transferring some of its air freight transportation to ocean freight, but had yet to undertake a large scale transformation because of the large amount of data collection and analysis required to fully understand the impact. Solution: The company turned to CombineNet ASAP to support their sourcing strategy.

Challenge: Our client, a leading canned and bottled juice company wanted to move to a Managed TMS program. The company considered a number of other options before selecting a system. It decided that software-based solutions that could be implemented in-house were too costly, both in terms of the initial outlay and ongoing maintenance. A web-based solution proved inadequate because it was not integrated properly with outbound operations.

Challenge: As a global leader in enterprise communications systems, our client needed a way to manage and coordinate large, complex deliveries of equipment to their customers for installs without disrupting ongoing business operations.

Challenge: Our client, the leading global service provider for optimizing Internet traffic, had been warehousing and distributing its serialized services and equipment through an off-site vendor. The operation was entirely manual, utilizing spreadsheets, e-mails and telephone communication. The client saw the need for a more efficient, tech-savvy way to conduct business and minimize errors.

Challenge: In variety retailing market where customers face shopping options at nearly every street corner, building trusted relationships with customers and maintaining their loyalty is the recipe for success. And the only way to earn that trust and keep customers coming back for more is to have the right products on its shelves at the right time, every time.

Challenge: A 3PL firm wanted to offer FTZ management services as a new business line. It converted multi-use warehouse space into separate FTZs for individual customers, but needed a solution that could concurrently accommodate multiple customer accounts, maintain complete data segregation, accommodate complex integration requirements, and automate compliance activities.

Challenge: A leading supplier of specialist medical devices and equipment for global markets was humming along nicely until a critical part was not delivered on time, and an important customer became unhappy. Clearly the ERP system was not good enough - Supply Chain Visibility and Supplier Collaboration were required to ensure mistakes of this magnitude never happened again. Other objectives included: Reduce raw material inventory levels; Increase inventory turns by 20%; Reduce manual processes; Reduce expediting; Continue to meet or exceed customer service levels; Promote stronger, collaborative relationship between buyers and suppliers.