Deutsche Post DHL Group (DPDHL), the world’s leading postal and logistics services group, faced a significant challenge in sharing security information in a timely manner across its vast network. The company's security network comprises 1,000 managers, 12,000 locations, and 485,000 employees in over 220 countries. The Corporate Security Department, which operates the Global Security Situation Center (GSSC), provides strategic direction and support, while security implementation and operations are managed at regional/country levels. The company faced risk events such as political instability, social unrest, and natural disasters that could threaten its operations, employees, and corporate assets. The efficiency of the GSSC was compromised due to the scale of the monitoring task and the proliferation of inputs from numerous databases, Excel files, email and telephone reports, and more. This high complexity made it possible for critical issues to be missed.

DuPont Electronics and Industrial (E&I), a global innovation leader with technology-based materials and solutions, was grappling with low resilience and supply chain agility. The company was also in need of more insights into production locations. The urgency to address these issues was driven by both customer needs and industry standards. DuPont E&I was seeking a solution that would not only strengthen their risk management organization but also build resiliency into their existing supply chain. The ideal solution would provide network visibility, identify potential risk points, and make customers feel comfortable and confident about the delivery of their products. The company also wanted to establish an open line of communication to meet customer needs, even during exceptions.

DuPont, a global science and innovation company, faced significant challenges in managing its complex supply chain. The supply chain strategy was not defined by the logistics team, but by multiple business units within the organization, making it difficult to achieve a holistic view of the entire supply chain. DuPont's key objective was to assess risk and improve efficiency across its supply chain. The company had previously experienced damaging disruptions, including the 2011 tsunami in Japan that affected its sole supplier plant and the 2013 strikes in the U.S.A. that disrupted operations at East Coast ports. DuPont was seeking a solution that would provide visibility of different routes and specific modes of transport, along with both global and per-country perspectives.

Evonik Industries AG, a leading specialty chemicals company, has a critical need for risk management due to the nature of its operations. The company's services unit, Evonik Technology & Infrastructure GmbH, is responsible for managing site operations, utilities, waste, technical services, and logistics. The Logistics department manages the complete supply chain, including the receipt of raw material, warehousing, and the shipping of finished products. In 2015 alone, the company transported 5,531,000 tons of hazardous goods by air, sea, rail, or road. The company has its own transport risk analysis system, but it needed a more comprehensive solution to ensure the safety of all parties and supply chains involved. The transportation of hazardous goods needs to be well planned and monitored to minimize the impact of disturbances such as traffic jams or accidents on route. To keep risks under control, Evonik needed a full picture of the status of goods in transit and the ability to intervene with the best alternative solution if necessary.

Glanbia PLC, a global nutrition group and leading cheese manufacturer, was facing a significant challenge in protecting its temperature-sensitive products during transit. The company's Performance Nutrition division (GPN), a major revenue generator, was experiencing growth in its portfolio and product offerings, necessitating the need for new technologies to ensure product safety. In 2019, the company was hit with rail embargos and supply chain disruptions, resulting in product loss. This, coupled with issues of product freezing in cold weather and melting during hotter months, sparked a need for change. The company's goal was to continue expanding by employing and using 3rd party logistics, including current partnerships with DHL and Transplace, while mitigating risks for temperature-sensitive shipments and decreasing product loss due to temperature fluctuations.

Schmitz Cargobull AG, Europe’s leading manufacturer of semi-trailers and trailers, faced a significant challenge in managing its complex supply chain. The company, which produces over 45,000 vehicles annually and has a turnover of €1.6 billion, operates on a global scale with plants across Europe and Asia. Following rapid business growth and expansion into new geographies, Schmitz Cargobull needed better supply chain visibility and transparency on logistics flows, right down to component level. The company's trailer customers can typically change their order right up to the point of production, and some custom-built items must be urgently produced within 18 hours. The trailer subsector also features high demand volatility, requiring just-in-time and 100% make-to-order inbound supply chain processes. Schmitz Cargobull aimed to obtain a global yet detailed view of daily events, especially those impacting their own production sites or their global supplier base. They also wanted to improve efficiency and reduce logistics costs by building awareness and knowledge of Tier 1 suppliers and the outbound distribution network.

Schneider Electric, a global provider of energy management and automation solutions, manages around 360,000 shipments annually across seven global regions. The company's customers expect their orders to be delivered on time, in full, and in perfect condition. To meet these expectations, Schneider Electric needed to improve the performance of its global supply chain. This required efficient networks, reliable processes, capable logistics partners, and a smart approach to risk management. The company needed to be able to respond rapidly to any delays or disruptions in the supply chain and reassure its customers that their critical equipment was on its way. Schneider Electric's pursuit of excellence led the company to embark on a comprehensive supply chain transformation with the goal of significant improvements in efficiency, visibility, and risk management.

SOS Children's Villages, a global organization working to safeguard children and protect their rights in some of the world's most challenging places, faced a significant challenge in ensuring the safety and security of its sites in 137 countries. Many of these locations are in the world's least stable and most vulnerable regions, often affected by natural and manmade disasters. The organization has a permanent Global Emergency Response (GER) Team, based in Austria, whose role is to monitor emerging risks, from severe weather events to political unrest, and deliver the appropriate support and resources to ensure the safety of its staff and beneficiaries on the ground. To accomplish its goals, the GER team needed access to timely, accurate, and detailed information.

ZF, a global leader in driveline and chassis technology as well as active and passive safety technology, was facing significant challenges in managing its supply chain risk. The company's scale and global scope, which involved delivering 35,000 parts weighing 4,000 tons to locations all over the world in 2013 alone, raised concerns about potential disruptions. Airfreight was considered a 'last resort' at ZF, used only when essential to maintain production schedules and avoid customer delivery delays. This made it a significant risk, especially if disruption occurred at a critical airport. ZF also identified inefficiencies in providing timely and accurate incident information to automotive OEMs detailing potential impact at supplier- and material number-levels. The company wanted to find ways to mitigate and effectively manage this risk to ensure business continuity in its end-to-end supply chain.

Home24, Europe’s largest online furniture store, faced a significant challenge in managing its increasingly complex supply chain. The company's rapid growth led to an expansion of suppliers, particularly in Asia, which in turn lengthened transport times. This created difficulties in warehouse and inventory planning. As a technology-focused company, Home24 sought a digital logistics partner that could keep pace with its fast decision-making processes and overall growth. The ideal partner would be able to handle the complexities of the supply chain without hindering the company's progress.

Lockheed Martin, a leading aerospace and defense manufacturer, was grappling with the complexity of its supply chain. The company's products are intricate, and its demand is highly variable. To keep costs low, Lockheed Martin's planners needed accurate forecasts on the impacts of changes across deep bills of material with multiple tiers of suppliers. However, before switching to Kinaxis RapidResponse, Lockheed Martin had limited visibility into its suppliers up and down the supply chain. This lack of transparency left its planners to make decisions with limited information, which could potentially lead to inefficiencies and increased costs.

C-Log, a logistics provider for textile companies in France and beyond, was facing a significant challenge due to its increased international growth. The company was finding it difficult to keep up with the rising demand, which was affecting its efficiency and ability to serve its customers effectively. The challenge was not only to manage the growing volume of operations but also to ensure the accuracy and speed of their logistics services. The situation demanded a robust solution that could streamline their warehouse management, improve resource management, and facilitate efficient invoicing of logistics services.

iNova Pharmaceuticals, a company that develops, markets, and sells a wide range of prescription medicines and non-prescription consumer health products across Asia, Australia, New Zealand, and South Africa, faced significant challenges in its planning process. The company's growth goals required a unified and synchronized approach to supply and demand planning, sales and operations planning, and inventory management. However, their reliance on Excel-based planning led to a fragmented process that varied across different geographies, compromising sustainability. The company was at risk should the owners of key spreadsheets depart, and the inconsistent use of spreadsheets across the team inhibited the adoption of best practices. Furthermore, region-specific data led to different planning processes, with no single source of truth across planning systems. Time was wasted on loading data into, and analyzing information from, disconnected solutions that existed only to compensate for functional gaps in spreadsheets. Safety stock scenario planning was cumbersome and difficult to implement, leaving the business exposed to stock-outs or over-supply.

Nomeco, a leading pharmaceutical wholesaler in Denmark, was facing challenges with its legacy replenishment and ERP systems which had become difficult to maintain and develop. The planning tools were unable to integrate with each other, leading to unnecessary manual steps throughout their process. This was particularly problematic every two weeks when prescription drug prices and pharmacy assortments needed to be updated across their network of pharmacies. Furthermore, Nomeco’s pharmacy customers have considerable autonomy in deciding assortments, delivery schedules, delivery sizes, and other parameters. This made forecasting demand and ensuring optimal inventory levels for pharmaceuticals immensely complex and time-consuming. Additionally, the unstable supply chains and frequent supplier stock-outs of prescription medications required providers to identify appropriate pharmaceutical substitutions to meet their customer demand. Nomeco’s systems were not able to support optimally in these situations, which required their planners to manually identify the ideal replacements for these medications.

One Stop, a leading UK convenience store chain and a subsidiary of Tesco, faced challenges in managing the complexity of their product assortment. Their broad product offering ranged from ultra-fresh products with short spoiling times to more ambient inventory with longer shelf life. Demand for many products was sensitive to external factors such as weather, and sales for some products were easily cannibalized by promotions on similar items. These complex forecasting scenarios, in which multiple drivers could overlap and interact to impact demand, required a sophisticated solution. One Stop aimed to increase day-level forecast accuracy for products with demand driven by weather and cannibalization, and improve fresh product availability without seeing a corresponding rise in spoilage.

A global FinTech company was facing regulatory scrutiny due to insufficient Know Your Customer (KYC) files. The company was required to remediate all customer files that required Enhanced Due Diligence within a short timeframe to continue transacting with a specific set of clients. The challenge was to accelerate the file review process to meet the increased file requirements within the stipulated deadlines. The company needed both subject matter experts and technology solutions to address this issue. Additionally, the company's existing sanctions and negative news screening solution was found to be providing incomplete coverage, further complicating the situation.

The Fortune 500 multinational corporation was facing a significant challenge with their existing risk management solution. The one-size-fits-all approach was proving to be costly and time-consuming, with the team spending an excessive amount of time reviewing reports. The quality of these reports was also poor, leading to a lack of confidence in the decisions being made. The company was seeking a comprehensive review of their risk exposure across global vendors and suppliers, and thus decided to engage a new third party management partner. The goal was to find a solution that could provide high-quality, reliable results while reducing costs and time spent on due diligence.

The case study revolves around a company that was struggling with the automation of the Customer Identification Program (CIP) and Diligence processes across their global account population. The company was handling approximately 1,000,000 searches annually, which was a significant volume to manage manually. Prior to the implementation of DDIQ, the business was conducting manual searches via World-Check and Lexis Nexis. This traditional approach was not only time-consuming but also prone to errors, leading to inefficiencies in the overall process. The challenge was to find a solution that could automate the process, reduce the volume of relevant files to be reviewed, and save working hours, thereby increasing cost savings.

The parent company of multiple in-country mobile payment services providers was facing a significant challenge. They needed to align the local market regulatory expectations and in-country operations with global Anti-Money Laundering (AML) program standards and operating requirements. This was a complex task due to the varying regulations and standards in different countries. The company needed a solution that would not only ensure compliance with these diverse regulations but also streamline their operations to maintain efficiency and effectiveness.

A top 20 global financial institution faced a significant challenge due to a change in their customer risk rating model. The new model led to an increase in the volume of high-risk files that needed to be reviewed, which the bank was unable to manage effectively. This resulted in significant quality challenges. Furthermore, regulatory guidance mandated risk-based reviews on a periodic basis. This compelled the bank to perform Know Your Customer (KYC) due diligence on a significantly larger portion of high-risk customers. However, the bank was unable to devote sufficient resources to meet the periodic review deadlines, further exacerbating the situation.

Sanctions are economic pressures used by governments and international bodies to protect security interests and international law against aggressive actions or threats to international peace and security. They can be imposed for various reasons, including anti-money laundering, financial crimes, human rights violations, terrorism, invasion, and proliferation of weapons of mass destruction. Sanctions can significantly impact businesses, especially those that rely heavily on international trade. They can disrupt supply chains and make it difficult or impossible to do business with certain countries. With geopolitical risk growing in many parts of the world, sanctions are becoming increasingly common. Businesses are responsible for sanctions screening and ensuring their compliance, and choosing not to do so can be costly. For example, BNP Paribas, France’s largest bank, was fined $9 billion for violating US sanctions against Iran, Sudan, and Cuba. Complying with sanctions lists is essential because it helps ensure that businesses and legal entities are not inadvertently doing business with entities or individuals sanctioned by the government.

On June 9th, 2021, a fire and subsequent explosion occurred at a silicone packaging workshop in China’s Xinjiang Uygur autonomous region. The facility was part of a Hoshine Silicon manufacturing plant, a significant producer of various lines of metal, powder, and organic silicone and polysilicon products. Hoshine Silicon has been a part of significant market consolidation among polysilicon manufacturers in China and was a critical supplier to many of the top semiconductor and solar panel companies globally. The explosion was widely reported, and there was serious concern that the disruption of polysilicon in the semiconductor sector, which was already subject to substantial supply shortages, could be significant.

A large multinational hospitality company was facing a significant challenge with their high-volume due diligence needs. The company was incurring high costs due to the volume of third parties they needed to review. The quality of the reports from their incumbent provider was also under scrutiny, adding to their concerns. The company was seeking a comprehensive review of their risk exposure across global vendors and suppliers. To address these issues, they decided to engage a new third-party management partner.

In late September 2022, the IT Security community and Microsoft confirmed the investigation of a significant set of vulnerabilities, including two zero days, affecting Microsoft Exchange Server (2013, 2016, and 2019). These zero-day exploits are serious as they are computer-software vulnerabilities previously unknown to those who should be interested in its mitigation, like the vendor of the target software. Until the vulnerability is mitigated, hackers can exploit remotely nearly any programs, data, additional computers, or a network operating on the impacted system(s). The cybersecurity of supply chains has become a key risk area, with vulnerabilities like those seen with Microsoft Exchange Server and recent breaches such as SolarWinds and Accellion demonstrating how software can become a Trojan horse, turning protective products into ecosystem-wide threats. Over the last three years, Exiger’s clients have seen over 30 severe vulnerabilities targeted by hackers, often linked with powerful nation-state actors.

A prominent investment bank was facing a significant challenge. Despite its success in the investment banking sector, it had limited experience in offering commercial banking products and services. The bank needed to acquire comprehensive knowledge about the risk exposure and industry expectations for a control environment that offering new commercial banking products in the market would entail. The bank was aware that the introduction of new products could potentially expose it to unforeseen risks and regulatory scrutiny. Therefore, it was crucial for the bank to understand the potential risks and industry expectations before launching new commercial banking products.

The client, a top 10 regional bank in the US, was facing a significant challenge with their transaction monitoring system. They had previously engaged another consultancy firm to review their transaction alerts, but the results were unsatisfactory. The review resulted in zero Suspicious Activity Reports (SARs) being filed, which led to a regulatory review that forced the bank to revisit the alerts. The bank was not satisfied with the quality of work provided by the previous consultancy firm, which led to a lack of confidence in their transaction monitoring framework. The situation necessitated a thorough and reliable review of the alerts to ensure compliance and avoid potential regulatory issues.

The Dutch Ministry of Economic Affairs (EZ) is tasked with ensuring the safety of poultry supply chains in the Netherlands. One of the key responsibilities is the collection of salmonella data in the poultry supply chain, a task that has been delegated to AVINED. The challenge was to manage and offer a self-regulatory database for this purpose. The data collected is crucial for a variety of tasks such as registration of laboratory tests, reporting, and issuing important alerts. The poultry sector, like many others, has a complex structure with numerous stakeholders, making data management and collection a daunting task. The need for a system that could simplify this process, enable rapid response, and ensure transparency throughout the sector was evident.

The Better Cotton Initiative (BCI), established in 2009 by organizations such as Adidas, H&M, IKEA, Oxfam, and WWF, was created to enhance the livelihood and economic development in cotton-producing regions, reduce the environmental impact of cotton production, and secure the future of the sector. The initiative was designed to address issues such as harmful crop protection practices, water misuse, declining soil fertility, and unethical practices like child or forced labor. To achieve these goals, BCI needed to define a more sustainable way of growing cotton and train farmers to adopt these techniques. In 2013, 680,000 farmers produced 905,000 metric tonnes of Better Cotton. The goal was to increase these numbers to 5 million and 8.2 million respectively by 2020. However, ensuring that retailers and brands could confidently make claims about Better Cotton was a challenge.

The organic food sector has been experiencing rapid growth, leading to increased pressure to meet supply demands. This growth has also heightened the need to ensure the authenticity of organic food and mitigate potential risks such as fraud in organic produce supply chains. Companies are faced with the challenge of identifying and assessing risks that could affect the quality of organic ingredients and products. They are also tasked with implementing appropriate measures to prevent these risks. Bionext, a company committed to promoting sustainable organic food and farming, needed a solution to manage these challenges, leading to the creation of Biotrust.

Closing the Loop, a company that collects and recycles scrap phones, was facing a significant challenge in managing the traceability of the scrap phones they collect in Africa. The e-scrap problem in Africa is growing daily, and proper recycling facilities are not available locally. Therefore, the scrap phones are shipped and recycled in Europe. This process creates jobs for phone collectors and entrepreneurs in Africa and reduces environmental damage, pollution, hazardous waste, and health issues. However, ensuring that every new phone is compensated with the collection and recycling of a scrap phone was a complex task. The scrap phones are collected in batches, paid by the kilo, and then consolidated into big bags, which are further consolidated into shipping containers to be sent to smelters in Europe.