PHOENIX, a premier residential mortgage industry advisor, faced the challenge of collecting and analyzing extensive quantities of data for its over 250 customers. The information required for efficient, effective, and compliant mortgage production and servicing came from multiple sources due to the variety of systems employed by these firms. For instance, a Mortgage Servicing Rights (MSR) owner might use multiple third-party subservicers to manage its MSR portfolio, complicating the process of viewing performance data. It was increasingly difficult to sift through and focus on salient information on a consistent and timely basis to enable informed, smart decisions and to monitor outcomes. A lot of specialized effort was spent gathering the data, understanding what happened with a particular loan, realizing what it means, and then planning a course of action.

MAPCO Express, Inc., a leading convenience store operator in the Southeast United States, was struggling with inaccurate reporting due to the use of Excel as its only reporting tool. The company had significant amounts of valuable data but lacked the ability to extract meaningful information from it. For instance, it was unable to track customer loyalty trends per store. The timeliness of the data was another issue, with reports taking weeks to aggregate, which hindered efficient business decision-making. MAPCO needed a single source of truth and the ability to see the underlying trends and patterns that led to discrepancies.

该客户是一家全球科技巨头，在与全球用户沟通方面面临着重大挑战。该公司为全球数百万人提供支持，对于他们来说，能够随时以任何语言应对每一项挑战至关重要。用户需要个性化的体验，而语言是这种个性化的一个关键方面。用户在不同时区用各种语言撰写电子邮件，请求客户支持的产品的支持、答案和建议。最初，客户使用机器翻译 (MT) 解决方案将内容翻译成英语。然后，代理会用英语编写回复，并使用 MT 将消息发送回用户。然而，由于客户服务的复杂性，机器翻译解决方案无法产生高质量的响应。

The production process of biofuels from plant-based materials poses significant economic barriers to widespread use. Despite the benefits of biofuels being renewable, clean-burning, and carbon-neutral, their availability is limited, particularly for vehicle use. As of 2014, only 2% of retail fueling stations in the U.S. offered ethanol-based fuel E85. The National Renewable Energy Laboratory (NREL) aims to overcome these barriers by gaining a better understanding of the physical processes behind biofuel conversion. Supported by the Computational Pyrolysis Consortium, NREL is developing computational models that accurately represent biomass particle geometry to improve reactor design and operation for mass production of biofuel.

The Finance team was creating hundreds of spreadsheets, distributing and collecting them through email, and then manually consolidating them. Each received template was formatted differently and needed manual adjustments. The manual consolidation process was long and painful, usually taking months. The uncontrolled nature of the spreadsheets allowed anyone to change a formula, calculation, or line of data, potentially skewing budget numbers.

It was a paper jungle at Regensburger Energie- und Wasserversorgung and Stadtwerke Regensburg. Some orders were placed using forms, while others were made electronically. Purchases were numerous, since Regensburger Energie- und Wasserversorgung AG & Co KG (or REWAG for short) supplies electricity, natural gas, heat, and water to more than 200,000 private households and business customers in the region. It spends between 30 and 32 million euros annually on operations and between 12 and 15 million euros on strategic procurement. The primary goal was to consistently digitalize and optimize their processes. “We wanted systems for simpler and more transparent processes,” Brandl explains. He knew the value of data in various IT systems – what was missing was simply the ability to properly process that information. Neither Excel nor SAP standard reporting provided the necessary flexibility and dynamics. “Tedious, rigid, and not very expedient,” is Brandl’s assessment in retrospect. “We wanted more scalability and dynamics. And we wanted to be able to easily analyze and optimize the purchasing processes.”

Farmindustria, a leading pharmaceutical laboratory in Peru, faced challenges in managing its quality standards and adhering to national and international ISO 9001 norms and Good Manufacturing Practices. The company needed a robust system to systemize and electronically control documents within its Quality and Good Manufacturing Practices system. Additionally, there was a need to standardize and order processes such as corrective actions, change control, complaints, and occupational health and safety. The existing manual processes were inefficient and prone to errors, leading to delays and potential compliance issues.

Roche, a leading biopharma company, was facing challenges in the analytical process of developing oligonucleotide-based drugs. The process involved the use of high-performance liquid chromatography (HPLC) and mass spectrometry (MS) to determine the number, amount, and identity of impurities in crude oligonucleotide samples. However, the number and complexity of samples combined with the laborious nature of the data analysis generated a significant bottleneck in the analytical process. The company was struggling to meet high analytical throughput demands due to the laborious manual operations for impurity quantification and any requested deeper analysis. The samples often contained many impurities, translating into the analytical challenge of assessing 20–30 peaks arising from 50–100 closely coeluting impurities. The large number of manual operations in the previous quantification process often required 5–6 hours of an analyst’s time, limiting the ability of MS experts to perform required deeper characterization in a timely manner.

Zvezda, a leading Russian toymaker, faced challenges in maintaining its lead in the domestic market and securing its entry into the international market. The company needed to reduce product development time and modernize its operations with state-of-the-art technology used in modern toy manufacturing. The company's traditional methods based on outdated drawing technology were insufficient for creating exact replicas of modern aircraft, which have exceptionally sophisticated interior layouts. Increased competition in domestic and international toy markets forced Zvezda to adopt a new strategy that ensures technological support of its production process. The company's main business goals, such as constantly replenishing its stock, improving product quality, and focusing on innovation, necessitated the implementation of a more powerful system for automated design.

BorgWarner Cooling Systems, a subsidiary of U.S. Automotive Supplier BorgWarner, aimed to optimize production at their German plant. The plant, which houses a total of 40 machines, was in need of a system that could systematically collect and process machine and operating data, visualize current process states online, and precisely analyze weak areas. The goal was to increase overall production efficiency. The challenge was to develop and implement an individual, custom-fit production management system that could meet these needs.

C.S.YAP Group of Companies, a market leader of metal parts to different industries in Malaysia, faced significant challenges in their manufacturing process. The process was complex and could be impacted by many factors such as supplies, equipment, factory overhead, the need for special parts, and the people who work at all points in the process. The more variables there were, the greater the possibility of disruption to the smooth operations of the factory. Management styles and workforce could also have an impact on this process. For instance, human insight into a manufacturing process leading to more labor-efficient and cost-effective methods of production could affect the manufacturing process in a positive way. Not only did the operator need to understand the basic machining operations, correct tool usage, and correct speed of operation but also detect tool wear and replacement patterns. Skilled machinists usually made these decisions based on experience with no written instructions other than a blueprint of the designed part. Often this involved setting up the machine tool, running a few pieces through to test the arrangement, and then adjusting the setup until an acceptable part was produced. This could be a time-consuming and a tedious process.

英国癌症研究中心是一家致力于癌症研究的全球领先慈善机构，拥有庞大的零售部门，拥有 13 家超市和 580 家商店。作为其可持续发展战略的一部分，该组织正在寻求提高其零售供应链道德绩效的透明度。面临的挑战是更好地了解供应链并不断提高供应商的道德表现。该组织需要一个能够全面了解其全球供应商群体道德绩效的解决方案，从而使他们能够推动该领域的持续改进。

Co-op 是一家坚定致力于道德贸易的公司，面临着管理庞大、复杂且不断增长的供应链的挑战。他们的目标是提高整个供应链的透明度并维持高劳工标准，同时减少供应商的审计疲劳。该公司认识到需要与其他零售商和行业利益相关者合作，以解决常见的负责任采购挑战。他们寻求一种解决方案，使他们能够标准化审计并与多个企业共享审计结果。此外，Co-op 希望在信任和透明度的基础上建立牢固的供应商关系，目标是实现供应链中工作条件的长期和可持续改善。

Ethical Merch Co 是一家澳大利亚促销品和品牌服装制造商和经销商，在开始发展和获取大型非营利客户时面临着重大挑战。虽然价格对于客户来说是一个关键因素，但 Ethical Merch Co 明白品牌声誉更为重要。该公司面临着为客户提供符合道德标准的产品的挑战，这项任务需要深入了解其供应链，并有能力确保各个层面的道德实践。该公司董事总经理 Nathan Kingston 认识到需要与一家拥有强烈商业道德并能够帮助他们应对这一挑战的公司合作。

家乐氏公司是食品行业的全球领导者，在 VUCA（不稳定、不确定、复杂和模糊）世界中管理其供应链可持续性方面面临着重大挑战。该公司的全球供应链高级副总裁 Alistair Hirst 指出了影响其全球供应链稳定性、风险和可持续性的四个关键挑战。其中包括政治不稳定、气候变化、粮食安全和城市化。战争和社会经济失衡等政治不稳定正在很大程度上影响公司的采购和可持续性。气候变化正在改变世界种植地区，对公司的粮食生产构成威胁。食品安全是一个主要问题，特别是在该公司希望扩大业务的发展中市场。最后，到2050年，城市化预计将使世界人口增加到90亿，其中70%生活在城市地区，从而增加对粮食的需求，而资源仍然有限。

Little Freddie 是一个优质有机婴儿食品品牌，正在寻求与信誉良好的供应商合作，这些供应商不仅符合法律要求，而且在提高工人福利和保障良好工作条件方面分享他们的价值观。该公司使用 Sedex 的风险评估工具 Radar 来审查各国的固有风险评级，并识别从这些国家采购时的特定风险。该工具帮助 Little Freddie 将其马达加斯加菠萝供应商 HavaMad 识别为高风险企业，因为该供应商的地理位置以及影响马达加斯加各地企业的经济困难。我们面临的挑战是降低这种风险并确保可持续且符合道德的供应链。

Oliver Bonas 是一家总部位于英国的独立生活方式零售商，在监控和改善其全球供应链内的工作条件方面面临着挑战。该公司从具有不同文化和经济的各个国家采购优质产品，致力于与供应商保持长期、信任的关系。然而，供应商的行政负担很高，而且缺乏对其供应商的道德审计以及工厂和劳动力详细信息的可见性。该公司的“努力工作、尽情玩乐、友善待人”的价值观延伸到了他们的供应链，他们致力于开展对每个参与者都有利的业务。因此，他们需要一种解决方案，使他们能够更深入地了解供应链并与供应商合作以监控和改进工作实践。

利洁时是一家跨国公司，拥有来自 120 个不同国家的 43,500 多名员工，业务遍及 60 个国家/地区，致力于多元化和包容性。他们相信，在他们所做的一切事情中融入包容性，代表他们的人民和他们所服务的全球社区，是他们的集体责任。然而，考虑到其全球供应链的规模及其结构性性别不平等，他们面临着挑战。他们希望找出并解决供应链中性别平等的障碍。目标是利用获得的见解来推动变革并促进供应链内的性别平等。

Rémy Cointreau 是一家专门生产干邑、利口酒和香槟的法国家族经营集团，致力于确保在整个价值链中采取负责任的采购做法。该公司希望确保其供应商，无论其位置或行业如何，都遵守其负责任的采购原则和准则。他们的目标是为其价值链树立榜样，体现其可持续发展价值观，包括保护工人权利和尊重环境的政策。人头马君度还希望提高整个价值链的透明度，并改善供应链中工人的生活。

三得利是一家全球饮料公司，在负责任和可持续地管理其供应链方面面临着挑战。该公司的使命是创造人与自然的和谐，这需要更负责任的采购。然而，该公司在管理供应商现场的声誉风险和实际风险方面遇到了困难。三得利独立管理环境、社会和治理 (ESG)，以减轻供应链相关风险。然而，该公司的全球业务采用不同的方法来管理供应商，三得利经营所在的不同国家之间的现代奴隶制立法也有所不同。三得利认识到，为了在全球供应链中产生更大的影响并为工人带来积极的改变，他们需要在更广泛的框架内开展工作。

Waitrose & Partners 是一家拥有 300 多家门店的英国大型连锁超市，致力于确保整个供应链的道德实践。该公司坚信维持高标准的环境责任和社区福祉，他们认为这是良好业务的组成部分。然而，他们在确保供应链中的所有工厂都按照行业标准进行道德尽职调查方面面临着挑战。他们需要一种方法来更多地了解他们的供应商及其工作方式，并确定需要解决的任何问题。他们还希望确保供应链中的工人拥有安全卫生的工作条件、公平对待并获得正确的报酬。

HaulMatch 是一家领先的在线汽车运输经纪人，由于缺乏运输可见性而面临重大挑战。该公司的货物通常需要 20-30 天的运输时间，并且难以追踪，导致托运人对其货物状态进行了大量询问。这需要 HaulMatch 的内部团队投入几个小时来获取客户发货位置的最新更新。该团队必须访问第三方网站以获取发货地点的最新信息，然后与客户共享详细信息，这个过程既耗时又乏味，而且容易出错。此外，他们的客户无法利用关键的洞察力，例如为他们提供最佳服务的承运商的可见性、确保成本优化和快速交付的贸易路线。跟踪更新效率低下导致对货物状态的大量查询，导致客户不满意。

Polymers International 是塑料和橡胶行业的全球参与者，在跟踪每月约 200 件发货量的变化方面面临着重大挑战。缺乏有效的跟踪机制导致难以让客户了解货运状态，从而导致混乱和客户服务质量不佳。运营团队必须访问多个承运商网站来收集发货地点的最新信息，这个过程不仅耗时且容易出错，而且还会分散团队对更关键任务的注意力。跟踪更新的不准确导致客户对发货状态的查询激增。该团队还难以及时获取有关出发和到达时间变化的信息，这使得向客户提供准确的交货日期变得困难。此外，该公司无法利用重要的洞察力，例如提供最佳服务的承运商的可见性、确保成本效益和快速交付的贸易路线，从而损害了他们识别成本节约机会和做出明智决策的能力。

随着团队的不断壮大和多个办公室的存在，Corstorphine + Wright 需要一种解决方案来促进协作并有效协调内部团队。该公司还面临 IT 基础设施缓慢以及无法实时更新设计模型的挑战。

澳大利亚最大的媒体公司九号在快速发展的媒体领域面临着技术需求和工程挑战。速度和实时内容交付对于观众参与和创收至关重要。

OFX 是一个国际金融转账平台，希望在其云优先微服务基础设施中提高可见性并防范 OWASP 攻击和身份验证滥用。

Split 需要一个可扩展且可靠的边缘云网络来向客户提供功能标记。他们使用传统 CDN 时经历了较长的清除时间，这阻碍了他们快速引入和回滚更改的能力。

不列颠哥伦比亚省的 Mission 市因人员有限和复杂的多供应商网络基础设施而面临安全问题。

One Medical 需要与其云战略相一致的安全性，以更好地保护客户数据。他们还需要能够随着云优先策略进行扩展的安全性，并改善其整体安全状况，同时保持符合 HIPAA。环境中的误报意味着医生可能无法执行关键功能。

随着联网汽车的蓬勃发展和车型范围的增加，客户的需求和要求发生了显着变化。一个例子是希望将照明系统集成到门把手中。对于汽车制造商而言，灯光在实用性和舒适性方面发挥着至关重要的作用，但它也有助于通过区分品牌并使其具有辨识度来增强车辆的视觉特征。