E-logistics companies that survived the internet-bubble meltdown are experiencing a surge in business as shippers recognize the savings potential of their solutions and their hosted business model.

Atalanta, a major food importer and distributor, needed a new system to support its supply chain, but had been unable to find one that suited its complex operations. Then the company encountered a systems vendor whose roots are in the same type of food business.

Trucking companies that have presented themselves as solutions providers are living up to their marketing by meeting complex, specialized service requirements.

The manufacturer of Foster Grant sunglasses found that its old forecasting system was not configured to distinguish between orders placed in response to true demand versus those for promotions, rollouts, or other non-repeating events. Clearly, a change had to come.

Businesses liberate capital funds and executive management talent by shifting financial and strategic planning duties to third-party service providers.

Providing third-party logistics services isn't just local anymore, and it isn't piecemeal. Customers want global reach from providers who either can manage the entire supply chain or bring visibility to all of it.

Brimming with overconfidence, Helmac Products undertook a corporate relocation, an acquisition and an ERP installation within an eight-month period. Numerous problems ensued, but with the help of consultants the household goods distributor is back on track and growing at a 46 percent annual rate.

Technology that uses radio frequency identification devices and remote readers to track inventory and other assets in real time is just beginning to gain traction within large companies, but real-time location systems have many uses within the supply chain and may eventually become a standard part of the infrastructure.

Out of step with the "pull" of market demand, the manufacturer found that inventory optimization software enabled it to roll out more accurate forecasts.

The juice and fruit product cooperative found that letting each of its four plant/distribution centers handle logistics matters independently was not a formula for success.