Bunge’s soybean processing operation in Council Bluffs, IA is the largest such plant in the United States, processing 60 million bushels of soybeans per year into high-protein soybean meal, soy hull pellets, and crude soybean oil. Handling such a huge volume of incoming raw material and outgoing finished product is a daunting task. The plant receives and processes soybeans and produces finished products, loading approximately 70,000 trucks and 17,000 railcars annually. The challenge was to manage the massive volume of incoming raw material and outgoing finished product efficiently.

The fertile plains in the north central part of Montana, just east of the Rockies and south of the Canadian border, is often called the Hi-Line. It refers to the main line of the Burlington Northern Santa Fe (BNSF) railroad, originally the Great Northern Railway, the northernmost line of the 19th century transcontinental railroads. The Hi-Line’s major purpose was to carry wheat from Montana back east to the big flour mills around Minneapolis, MN or farther west for export from the Pacific Northwest. That is still its major purpose today and the main reason Gavilon Grain, LLC chose to build a brand new rail terminal elevator on a loop track at Chester, MT. This area of the Hi-Line doesn’t always get the most rainfall, so the yields aren’t always the best. But the quality of the wheat here is very good, and Gavilon wanted this type of grain for export at their joint venture terminal in Kalama, WA.

Slayden Constructors, a part of the greater MWH portfolio, faced several challenges with their fleet of over 340 vehicles. The company had previously had a vehicle stolen, leading to a need for improved asset monitoring. They also had safety concerns, with four accidents that were all the drivers’ fault. The introduction of telematics to track their fleet revealed that a significant number of their drivers were repeatedly driving above 100 mph, putting themselves and other road users in danger. Additionally, the company had issues with drivers idling their vehicles, leading to unnecessary fuel consumption and wear and tear on the vehicles.

Diamond Engineering Company, a construction company with over 90 years of experience, was facing several challenges. They had difficulty verifying timecards and the actual time spent on site. This was a significant issue as it affected the accuracy of their payroll and could potentially lead to disputes with employees. Additionally, the company was struggling to develop a conscious, safety-oriented driving culture in a region prone to speeding. This was a serious concern as it could lead to accidents, endangering the lives of their employees and damaging their vehicles. Lastly, they were looking to implement a fleet tracking solution without alienating their employees. They needed a solution that would be accepted by their employees and would not be seen as an invasion of their privacy.

Before turning to Azuga, California UMI had a big issue with driver safety and Distracted Driving. In 2012, they experienced 19 at-fault accidents, 16 of which were fender benders caused by distracted driving. Patty Middleton, Safety Coordinator for California UMI, saw this growing trend and wanted a GPS solution that could not only streamline day-to-day fleet operations and cut fuel costs, but also drastically reduce accident rates and eliminate driver phone-usage on the road. After only finding +$30 GPS solutions with limited capabilities, and no answer for her company’s distracted driving problem, Patty found Azuga’s cost effective OBD-based GPS solution to be the perfect fit for her Light-Duty fleet.

Earthtech Landscape, a fast-growing landscape company in the Bay Area, wanted to improve its operational efficiency and customer service. The company wanted to know the exact location of every rolling asset at all times, along with on-site crew verification. They also wanted to reduce the risk of road breakdowns and the resulting schedule disruptions, eliminate unnecessary crew overtime, monitor driver behavior such as speeding and hard braking to improve safety and reduce fuel-wasting habits, and monitor “proof-of-service” in real time.

Courtice Auto Wreckers Ltd., a moving service company in Oshawa, Canada, faced several challenges. The company needed to identify and meet performance standards to ensure optimal service delivery. They also wanted to maximize fleet truck utilization to increase efficiency and reduce costs. Additionally, the company aimed to reduce unsafe driving behavior in the area’s heavy traffic, which posed risks to drivers and could potentially lead to accidents or damage to vehicles.

JW Flooring, a full-service flooring company, was facing several challenges with their existing fleet tracking software. The high cost of the software meant that only half of their fleet of 50 vehicles was being tracked, making it difficult to verify stops and monitor customer service. The company was also struggling with decreasing unsafe driving behaviors among many aggressive fleet drivers. Furthermore, they were having difficulty using the competing fleet tracking software and getting the support they needed to get a return on investment.

Mayesh Wholesale Florist, a family-owned business operating out of 16 branches in 8 states, was facing several challenges with its fleet of 65 vehicles. The company was struggling with managing the immediate mechanical needs of fleet vehicles as well as maintaining an efficient preventative maintenance routine. Another challenge was reducing unsafe speeding behavior typical of the go-as-fast-as-you-can mentality of drivers in the delivery industry. Lastly, the company needed to deploy an easy-to-use fleet tracking system without the installation of inconvenient, costly hardwiring.

GalaxyOne, a regional service provider for Dish Networks, faced a significant challenge in developing a safe driving culture among its employees. The company, which services 600–700 homes per day, has a fleet of 245 vehicles and an on-the-road crew of over 200 employees. The challenge was to motivate these individuals to engage in safety-mindedness and reduce vehicle accidents. The wide and ever-changing range of destinations each day added to the complexity of the situation.

Fox Systems, Inc., a full-service electrical contracting firm, was facing several challenges. The company was committed to safety but needed a way to reinforce this commitment among its drivers. They also wanted to eliminate unnecessary trips and maximize on-the-clock time for their employees. Additionally, they were looking to reduce aggressive driving behavior in company vehicles. These challenges were affecting the company's productivity and safety record.

THINKLimo, a regional leader in providing professional transportation services in Wisconsin, faced several challenges. The company needed to ensure efficient, smooth, and on-time transportation, which was essential to its professional client base. Maintaining a high standard of customer experience was crucial in their high-profile, wide-ranging transportation service. Moreover, they were in search of a fleet tracking solution with exceptional customer service to help them maintain their quality standards.

APG Electric, a full-service electrical contracting and engineering firm based in Florida, was facing several challenges. The company was struggling with decreasing aggressive driving as Florida's roadways became more congested. They were also in need of a fleet tracking solution that provided real-time driver feedback. Additionally, maintaining control over project billing was proving to be a challenge.

Uber Mexico faces typical challenges like a large and growing customer base in a country with resistant legislation and a violence prone taxi industry. Other problems facing Uber, Mexico include high operational costs, congested cities, complexity of operation with hidden costs and relative lower levels of population with smartphone connectivity. Uber Mexico has unique challenges facing its operation in Mexico market, where driver accountability has started challenging their business model. Uber Mexico has started looking for a GPS tracking solution to increase driver accountability and encourage responsible behaviour without seeming to be over bearing and “Big Brotherish”. They wanted a Fleet GPS tracking solution their drivers would love to engage with, which can facilitate tracking drivers efficiently, reduce liability and decrease costs.

Sietsema Farms was in search of a modern fleet telematics solution that could seamlessly integrate with their existing software and hardware. The farm was also facing challenges in reducing incidents of hard braking and speeding among its fleet drivers. Additionally, they were dealing with issues of time card abuse, which was affecting their operational efficiency and productivity.

Chris Parisis, President of CG Appliance Express, noticed that his sales department spent quite a lot of time tracking down drivers by calling them and asking for their current location and ETA to their next customer. This was unproductive phone tag for both sales people and drivers. Chris was also very interested in avoiding down time on his vehicles by planning vehicle maintenance schedules based on accrued mileage and proactively responding to engine alerts. Chris was very familiar with the traditional, installed ‘Black Box’ GPS systems available on the market. However, they didn’t provide the accurate data that he needed to make informed business and vehicle maintenance decisions. As an example, they provided speeding alerts but they didn’t tell him how much above the speed limit the drivers went, for how long they were above the limit, and other critical driver behavior information on hard braking and sudden acceleration. These details were important for Chris to get a solid discount from his insurance provider. In addition, since traditional systems depended entirely on GPS to get speed information and did some fancy math to calculate idling times, Chris couldn’t count on that data for accurately determining idling time. With the EPA stepping up on idling regulations, Chris wanted to make sure he had a very accurate idle time measurement solution.

Kitsap Garage Door, a company serving Kitsap County in the State of Washington and surrounding areas for over 35 years, was facing challenges with their traditional GPS system. The system required expensive GPS hardware, hard-to-schedule installation, and high recurring monthly costs. Moreover, the system was not accurate when it came to vehicle location, idling times, and actual fuel used. The company was in need of a system that was affordable, easy to install, easy to use, and provided information beyond what a GPS-only system could offer. They wanted to provide accurate ETAs to customers and improve field employee productivity.

Hurley and David, Inc. was already using a GPS Tracking system, but it was proving to be too expensive and inconvenient. Every time a truck was added or removed from the fleet, the GPS system had to be installed or de-installed, which was a costly and time-consuming process. The minimum cost for this process was at least $300, not including lost productivity and customer service time. Furthermore, the existing system relied entirely on GPS for speed information and used complex calculations to determine idling times, which resulted in inaccurate data. With increasing EPA regulations on idling, the company needed accurate idle time data to properly coach their drivers.

PhotoFax was already using a phone-based GPS application to locate investigators and verify proof of services. However, there were several challenges with the phone-based GPS solutions, including: complete reliance on the driver to turn the phone on and launch the GPS application, too easy for the GPS application to be deleted off the phone and finally, phone batteries draining too fast when GPS tracking was on. Even when the ‘stars were aligned,’ the phone GPS application calculated mileage using ‘as the crow flies’ techniques between two GPS points which led to inaccurate mileage readings. John Todaro, in charge of Operations and HR at PhotoFax, was looking for a solution that could provide accurate information for both GPS location and mileage. Mileage needed to be accurate to within 0.5% for handling gas reimbursement on company-driven trucks. He was also looking for a way to easily port the GPS unit to different vehicles as needed. In addition, John wanted to move forward with a BYOD (Bring Your Own Device) policy so that employees could bring their own smartphones to work which would in turn bring down the corporate telecommunication cost significantly ($50,000+ a year).

Prior to implementing AMP, the North Dakota Insurance Department (NDID) was experiencing rapid growth in Total Insurable Value (TIV), operating with a small team, using a valuation tool with limitations, and aware of inaccuracies in insurable values. The development of the Oil & Gas industry in North Dakota had a big impact on the State Fire and Tornado Fund, leading to the expansion of courthouses and the construction of new schools. This growth was a key driver in the build out of a lot of new infrastructure.

Before investing in AssetWorks’ hardware and software solutions, Transystems used two other companies for in-cab mobile computing and fleet management, but large parts of these solutions did not work. These systems relied heavily on driver involvement to function, so they were susceptible to errors. “The margin of error and accuracy wasn’t as good as it could be, and we wanted to be able to automate our processes,” said Brennan. Transystems wanted to work with a company that shares the same value system.

American Electric Power (AEP), one of the largest power companies in the United States, wanted to improve worker safety and reaction time to dangerous incidents, shorten the duration of customer outages, and reduce gas usage for their 4600-vehicle service fleet. To do this, they needed a mobile workforce management system that could display real-time vehicle location information, differentiate vehicle types on dispatchers’ maps, provide in-vehicle directional prompts, and generate vehicle data reports to help better distribute crews based on job demands.

The company, a mid-stream fluid hauling company in western Canada, was facing challenges with its field ticketing process. The company's operations were 100% paper-based, relying on contracted drivers to manually complete paperwork accurately and on time. However, this led to constant challenges as manual data entry errors, lost tickets, and regular delays in paper submissions to office personnel led to thousands of dollars in postponed or lost revenues at the end of every month. In addition, the company needed a solution to track the location of any given trailer in the field, as each became an expensive risk to consider once filled with petroleum products and other fluids for hauling.

The Wyoming School Facilities Commission (SFC) was struggling with managing their facilities management and capital project funds due to the use of various spreadsheets and nonintegrated databases. This made reporting a difficult and time-consuming task. There was no structure in place to manage funds effectively and they did not even know how many projects were being funded. Controls over capital project monies did not exist and there was very little documentation on SFC business processes. After extensive analysis, the SFC concluded that out of 1,100 projects, 750 of those projects were overspent.

ASU’s Physical Plant Department is responsible for creating and maintaining an aesthetically pleasing, environmentally sustainable and energy efficient environment for the campus community by maintaining campus buildings and grounds, providing auxiliary services and preserving the value of the university’s infrastructure. Prior to installing a Web-based Integrated Workplace Management System (IWMS), ASU relied on a homegrown UNIX system that was originally developed in the 1980’s and ran on a legacy DEC server. Over the years, this system became increasingly difficult to maintain and update, because much of the information was deeply hard-coded into the software. Sharing information inter-departmentally was difficult and the existing library of reports was inadequate. ASU realized a modern maintenance management system was needed to keep pace with the demands of a growing university. The university initiated a search for a system that would enable them to effectively share data and quickly make informed business decisions given the daily operational demands facing the Physical Plant Department.

California State University, Fresno, was facing significant challenges due to a budget crisis in the State of California. The university's maintenance management system, known as the Maintenance Management System (MMS), was outdated and could no longer support the school's evolving needs. The university needed a system that could provide online access to facilities records, up-to-date information, and the ability to put real figures behind key business assumptions. The university was also looking for ways to run lean while preserving service quality amidst budget cuts and growing service needs.

In 2015, Caltech was ready to usher in significant technological changes in their Facilities Department. After conducting both internal and external audits, the next steps were clear: Caltech needed a Facility Management Software (FMS) to support their complex Facilities Management practices. The former IWMS was not configured to support Caltech's innovative processes or Facilities Management vision. Staff was unable to easily pull desired metrics. The outdated user interface was difficult to learn and use for some employees. The demand maintenance process was highly variable. Customers were frustrated with lack of information regarding work order status, timing, and billing. There were no clear cut work processes.

Scott County, Minnesota, shares an instance of AssetWorks FleetFocus with partner organizations in the local area, allowing for data sharing and benchmarking, best practices and more. This collaboration has been a challenge at times, but also has shown that all parties can benefit from using the same software. Jason Allen, the System Management Specialist for Scott County, is responsible for the functionality of the fleet management software for the County. He spends his days deep in the FleetFocus system, discovering intricacies and tips that will improve Scott County’s reporting, performance and analyses. At the same time, he communicates his tips and discoveries with their partner organizations, while also receiving tips from them.

Virginia Beach City Public Schools (VBCPS) is a large school division responsible for 86 school centers and a fleet of over 650 buses on the road daily, with a total of 1200 managed assets. They were using an outdated Windows-based system for fleet management, which was not efficient or effective for their needs. The team was apprehensive about the transition to a new system, fearing loss of old work, having to adapt to new workflows, and learning new screens.

As the fleet services manager for the City of Long Beach, Dan Berlenbach is responsible for capturing, compiling, and making usable data from various streams that come from servicing the fleet, fueling it, and operators driving it. The fleet is large and extensively data-driven, making it challenging to make the data usable given the amount available. Berlenbach's responsibilities are directly tied to the financial operations of the City, requiring him to prioritize and tackle tasks daily. Despite the fully integrated nature of his software, Berlenbach recognizes that a fully integrated team is essential to the wellbeing and success of the organization.