Challenge: The operations vice president of an oil and pipeline construction company recently admitted there was a time when he wondered if his company’s cargo insurance policy was worth it. The company sources goods from around the world, moves cargo by multiple modes and runs a supply chain through some of the world’s most high-risk countries. Thanks to meticulous packing and some good luck, they'd had very few supply chain incidents over 11 years. Until that summer, a few years back. That June, a truckload of welding equipment heading to Moscow caught fire. The $809,000 shipment was a total loss. One month later, a cargo ship carrying two of the company's containers, worth $150,000, caught fire. Those containers were also total losses.
Challenge: For this agricultural spare parts distributor, each country was served by its own separate supply chain. While strategically placed near customers, it presented challenges with stock availability at each distribution center and in dynamically organizing and fulfilling across multiple distribution centers. In addition, the distributor's own organic growth and strategic acquisitions had left it with fragmented IT infrastructure that was hard to extend.
Challenge: An athletic footwear brand needed quicker access to supplier information and share purchase order information with several hundred vendors and factories. Since each order involved vendor collaboration, multiple tasks and the need to work with internal departments and global partners, a formalized PO process and centralized platform was needed to comprehensively track orders and shipments.
Challenge: In late 2015, a well-known craft brewery opened a second location with a 250,000-barrel capacity. From the opening, this new location encountered logistical challenges with its packaging and distribution and had distinct needs for its keg line, which was located in a small and tight space. The client looked to Hyster to recommend solutions to streamline the operation.
Challenge: Next generation ships carry more cargo than ever before. How can a port increase throughput in an environmentally sustainable manner while ensuring speed to market at destinations around the country?
Challenge: A multi-national corporation producing personal care products had several business units struggling to align all functions. Surprises and expediting were part of the management process; long-term visibility was not holistic. Decisions were made in silos without a formal review. A major difference between what was planned and was executed resulted.
Challenge: A food company with flat revenue and growth in a five-year period struggled to increase market share and household penetration where expectations and prices fluctuate. Credibility of the forecasts was debated, and plans were not consolidated. Receiving timely, accurate data was a struggle, and a $100m profit gap was projected.
To bring a true omni-channel operation with the ability to fulfil e-commerce, retail, wholesale and outlet-store orders into a single facility — delivering a seamless shopping experience to customers that meets/exceeds service level agreements.
Challenge: For a major luxury apparel retailer, missing and inaccurate data in its suppliers' Advance Ship Notices (ASN) caused shipment delays, lost time spent finding and correcting errors, and bad data polluting the retailer's ERP.