3 Suisses France’s proprietary system was unable to support the rapid growth of the company’s e-commerce operation. The system was not scalable enough, lacked real-time inventory visibility, and did not offer the necessary flexibility to run a catalogue and e-commerce order fulfilment operation. To optimize the performance of its online sales channel, which now generates 50% of the multi-channel retailer’s revenues, 3 Suisses France set several key objectives. These included improving product availability, inventory accuracy, and rationalizing the order preparation process. Additionally, the company needed to support its multi-channel sales strategy by increasing its SKU range from 100,000 to 150,000 individual products while improving inventory visibility. Finally, 3 Suisses France sought to increase productivity levels and reduce operational costs.

As Triplefin's client roster increased to nearly 40 companies, the technology platform it was using became unreliable. Developed internally and enhanced several times, this warehouse and distribution system was very difficult to maintain. The system began to shut down once or twice a week, requiring an increase in maintenance staff. These shutdowns created a huge increase in labor expenses, as the workforce became idle while the system was being repaired and then had to work overtime to keep up with the distribution and shipping workload. This situation put a strain on the company's staff and its bottom line.

The adidas Group, a global leader in the sporting goods industry, faced the challenge of improving its supply chain systems platform across all its brands. The company needed a solution that could handle the increased complexity of its global distribution network, manage labels of different brands, and address the many variables associated with the distribution of sporting goods on a global scale. The goal was to standardize the distribution systems model, enhance supply chain control and visibility, and improve inventory accuracy across its distribution centers in the USA, Europe, and Asia.

Following the merger of Alliance UniChem PLC and Boots Group PLC, Alliance Boots needed to redesign its European logistics function and replace the Group’s various proprietary replenishment systems. The solution would be deployed in most of the European countries encompassed by Alliance Boots and integrated rapidly to all the company’s suppliers. The solution would have to offer a proven, reliable and upgradeable forecasting and replenishment system that would enable the group to better identify and exploit buying opportunities, reduce inventory levels, improve service levels, improve replenishment processes, and gain a much clearer understanding of stock value.

Argos Direct, the delivery-to-home operation of Home Retail Group, faced significant challenges with its in-house warehouse management system. The system, which managed order management, order taking, forecasting, replenishment, and warehouse management, was not scalable or flexible enough to handle significant increases in throughput. This limitation became particularly evident as Argos Direct expanded its operations to include three warehouses across the UK. The first two warehouses operated on the custom-built system, but the third warehouse required an entirely new warehouse management system to cope with the increased volume and complexity of operations.

Bakkavör was experiencing rapid market growth and faced challenges due to a lack of coordination and integration among its systems and facilities. The company's order processing and transaction systems were minimally integrated with its existing warehouse management software, necessitating a paper-based system for orders, picking, dispatching, and reporting. Additionally, multiple Bakkavör food companies operated from various factories on the same site, feeding into seven different warehouses. This situation required the company to consolidate its operational facilities and apply a single system for managing and fulfilling orders. To maintain its market-leading position in the fresh food market, where short production cycles and order accuracy are critical, Bakkavör needed to implement a new and unified Warehouse Management system.

BuBuGao faced significant challenges with its legacy warehouse management system, which was inefficient and inaccurate. The old system relied heavily on manual data handling, leading to data integrity issues and making rapid responses difficult. The disparate systems were also expensive to scale and negatively impacted stability during upgrades. These problems affected the entire supply chain, particularly in transportation management, where data was often collected manually and later entered into spreadsheets, causing delays and inaccuracies.

BHS experienced double-digit growth, leading to decreased accuracy, lower service levels, and higher costs. Inventory visibility became critical but was difficult to maintain with a paper-based distribution process. The company faced increased inventory, decreased order accuracy, and higher operational costs, necessitating new supply chain processes for better visibility and effectiveness.

Build-A-Bear Workshop was challenged to reduce costs while continuing to deliver high levels of service. The company needed to move away from average-based management and focus on exceptional cases where too much was spent moving particular items. This required a solution that could holistically manage warehouse components and provide visibility and information across the supply chain.

During the recession, larger trucking companies became serious competitors to middle market leaders, such as CalArk, vying for any and all for-hire carrier business. In response, CalArk needed to sharpen its operations to retain market share, maximize driver utilization and maintain profitability, all with a decreased fleet size. Keeping profit margins and service levels up with a reduced fleet wasn’t the only challenge CalArk faced. Larger trucking companies were dipping into the mid-sized market trying to find new freight lanes. Determined to hold on to its customer base, CalArk upgraded to Manhattan Carrier 2010.

Home Hardware needed to develop a customized training platform to quickly and effectively educate hundreds of warehouse employees on new Manhattan software and new warehouse processes for inventory management, shipping, and receiving. The challenge was to create a comprehensive training program that could be scaled across three large warehouse locations, ensuring consistency and uniformity in training delivery. The company sought the expertise of Manhattan’s Educational Services Organization (ESO) to assist with instructional design and learning content structure, and to help master the Manhattan FastTrack content authoring software.

Cosmax faced significant challenges in their warehouse management processes, primarily due to the lack of strict standards of procedure (SOPs) and inadequate visibility across the supply chain. The in-house warehouse management system they previously used was not sophisticated enough to support the company's growth, leading to poor inventory accuracy and picking productivity. Additionally, there were considerable discrepancies between the inventories logged on their ERP system and the actual inventory in their warehouses. Cosmax also struggled with a high volume of slow-moving inventory, with almost 40% of their inventory being slow-moving. The company lacked an effective order picking process and was unable to forecast inventory returns from their production site, resulting in a high number of returned packaging materials.

More and more, Plaid’s business has focused on large retail customers with increasing compliance requirements. Yet the company was having difficulty keeping its 20-year old legacy warehouse management system updated with these requirements—including use of customer carrier routing guide, shipping label compliance and automated cartonization. Plaid’s existing software was falling further behind the increasing customer demands. According to Greg Pearson, vice president of IT and materials, “We knew that achieving operational excellence in distribution can create a competitive advantage—and it’s a requirement for doing business with major retailers.” After extensive development and review of a large material handling and distribution center (DC) renovation project, the Plaid management team could not justify the investment required. The company needed a solution to address immediate requirements with a convincing return on investment (ROI) to move forward.

Crete Carrier Corporation, one of the largest privately-owned trucking companies in the U.S., faced the challenge of reinventing their entire operational process to be more flexible and efficient while increasing service levels. The company had a complex fleet management system where different divisions operated separately, making it difficult to optimize resources and meet customer demands effectively. The manual management of fleets required keeping them separate, which limited operational flexibility and efficiency. Crete Carrier needed a solution that would provide complete visibility across their national operating fleet, allowing them to increase efficiency, flexibility, and service levels consistently.

Dalepak Ltd. faced significant challenges with their existing warehouse management system, which hindered efficiency and restricted company growth. The system lacked scalability and flexibility, making it difficult to address customer requirements for multi-channel distribution. The company needed a solution that could handle the complexity of their operations, including managing over 20,000 SKUs and up to 10,000 orders per month. Additionally, they required a system that could support various customer-specific requirements, such as handling expiry dates and legal compliance processes.

Increased costs and decreased capabilities drove Darice to seek a new solution for their warehouse management. The existing ERP system, installed in 2002, could not keep pace with the company's growth and presented several operational challenges. It was costly to make system adjustments, which hindered the company's ability to react swiftly to changing customer requirements for volume, labeling, transportation, and picking. Additionally, the system had difficulty extracting information and overall performance issues. Darice also wanted to strengthen transportation functionality and make other enhancements, but felt the ERP-based warehouse management solution could not scale to future growth. The overall cost of ownership was becoming too high, and the efficiencies needed were not possible. Furthermore, Darice wanted to explore opportunities similar to third-party logistics, where they could provide distribution services for smaller companies.

The market in which Deli XL operates is changing rapidly. Margins are small and lead times are short. To cope with changing market conditions and predicted future business growth, Deli XL needed a flexible, scalable supply chain management solutions platform. Until now, Deli XL had relied on several heavily customised warehouse management solutions to support its DCs. With these solutions, Deli XL had become restricted in the way it was operating and decided to start looking for a new range of distribution management solutions to help the company realise its growth ambitions. Changing market conditions and continued business growth were exposing the limitations of Deli XL’s incumbent supply chain systems infrastructure. Decreasing margins and very short lead times mean Deli XL had to execute its operations perfectly. The legacy system had reached its limits in terms of its functional capabilities, and it was no longer able to cope with the everchanging nature of the industry.

Empik needed a centralised and fully configurable solution that would allow it to optimise its current and evolving supply chain processes. The company experienced strong revenue growth, particularly in its online business, and required a solution to accommodate this growth while maintaining high customer service levels both online and in-store.

Following a period of accelerated growth, eStore Logistics realized the need to review its existing Warehouse Management System (WMS) which had been developed in-house and had been designed to serve a relatively small number of customers. As online growth and omni-channel continues to drive innovation and new options for consumers, retailers are placing greater importance on the fulfilment side of their operations and the role it plays in improving customer satisfaction. A few years ago, retailers directed more attention to web design, store layout, merchandising and front end systems but today their commerce strategies are increasingly focused around seamless order execution and the supporting fulfilment processes. Understanding the changing retail landscape and the subsequent needs of its customers, eStore Logistics looked to implement a WMS that could accommodate its growing customer base and their changing needs. They needed a solution that would help drive margin enhancement for their customers by enabling a more efficient logistics operation. They also wanted to help their customers accelerate growth in revenue and profitability through the delivery of higher service levels to the end consumer, which could not be done with their existing system.

Ewing Irrigation needed a robust warehouse management system to handle its expanding inventory and improve overall company performance. The company aimed to enhance employee satisfaction, effectiveness, and customer experience at its storefront locations. Additionally, Ewing faced challenges due to fluctuating demand influenced by construction industry trends and varying rainfall conditions, which impacted their pricing and inventory needs.

Fashion Biz, a leading supplier of apparel in the Australasian market, faced significant challenges with its manual, paper-based warehouse management system. The company struggled with inventory inaccuracy, low visibility of supply chain activities, poor space utilization, and time-intensive picking and packing procedures. These issues were exacerbated by the company's growth, making it clear that a more robust, scalable solution was needed to support its ongoing expansion and improve operational efficiency.

Follett Higher Education Group (FHEG) faced significant challenges in ensuring that merchandise hit college bookstore shelves in time for the two annual back-to-campus selling seasons. The traditional manual processes for merchandise planning were time-consuming, taking approximately six weeks just to input data. This inefficiency slowed down the delivery of merchandise, making it difficult to meet the specific needs of each campus. The company needed a more efficient method to plan, order, and place merchandise that would sell rapidly across approximately 900 bookstores. The planners required a better method to predict and order the best merchandise assortment to sell rapidly during its 'Christmas' seasons. The goal was to get the right products in place at the right time to avoid losing business to off-campus retailers.

As FGL expanded its store base, product line, and customer service, its warehouse management system became unable to support the rise in volumes. FGL decided to invest in a search for a flexible, scalable supply chain execution solution that could keep pace with growth and support the company’s core principles of providing quality and value to customers. In addition, FGL wanted a solution that would help complete the technology component of a company-wide initiative to optimize store sales. To reach its objective of delivering more flexible product allocation and responsiveness to stores, FGL decided on key strategies and solutions that would enable it to transform its business and supply chain processes. The selected technologies would be the backbone of FGL’s overall integration and standardization, and FGL planned for them to be implemented simultaneously.

Foton required a sophisticated warehouse management solution that could manage critical warehouse processes from receipt to dispatch and ensure a consistent level of order accuracy. The company had developed its own IT system in 2005 to replace a previously manual operation, but it was unable to deliver the required levels of inventory accuracy and operational efficiency. Additionally, it lacked the functionality to support key processes such as product packaging and stock allocation. The inability of the old system to scale up to support Foton’s business growth was also an issue. Given the company’s ambitious expansion plans and the increasing requirement for timely and accurate distribution, Foton recognised the need to replace the outdated system with a proven IT systems platform that could provide a strategic advantage over its competitors.

Giant Eagle, one of the largest food retailers and distributors in the U.S., was facing significant challenges due to outdated batch technology and multiple systems spread across various locations. The company needed to reduce costs and improve its customer value proposition. With 221 supermarkets and 140 fuel and convenience stores, Giant Eagle's operations were complex, involving five distribution centers ranging from 90,000 to 800,000 square feet. The existing systems had reached their maximum efficiency, and the company sought a single vendor to meet all its supply chain requirements, including advanced functionalities like flow-through order processing, put-to-store picking, and expanded RF and voice functions. Giant Eagle interviewed over 10 companies and shortlisted four vendors for detailed demonstrations. The company needed a partner with a solid understanding of the grocery industry and the capability to develop grocery-specific functionalities.

This company used Manhattan’s TMS under an on-premise agreement since the companies joined forces in 2002. In 2014, it began looking to reduce internal IT workload and capitalize on functionality improvements to optimize its multi-faceted shipping operations.

The Sultan Center faced the challenge of expanding its business while adhering to rigorous health ministry requirements for imported foods. The legacy system in place was inadequate for managing these complex requirements and supporting the company's long-term expansion plans into new territories such as Syria, Egypt, and North Africa. The need for greater control over existing warehouses and the ability to track health ministry requirements on products were critical issues that needed to be addressed.

GUESS?’s distribution center was insufficient to meet rapidly growing demand and unable to reach most customers efficiently. The company’s success placed great pressure on its distribution and warehouse management capabilities. In 1999, most customers were east of the Mississippi and being served by one DC in Los Angeles, California. This geographic challenge—combined with the fact that the DC was “exploding at the seams” due to increased demand—prompted GUESS? to revamp its distribution network.

H & O Distribution faced significant challenges with its manual processes for tracking inventory, distribution, and shipping. The company relied on a 'pen and paper' method, where forklift operators used clipboards to manage picking and receiving operations. This data was then handed over to clerical staff who entered it into an outdated Unix-based system. This manual process led to numerous data entry errors, extensive man-hours to maintain accuracy, and ultimately, revenue losses. Additionally, H & O lacked value-added services to offer its customers, which hindered its ability to attract new clients and maintain a competitive edge. The company needed to modernize its operations to improve efficiency, reduce errors, and provide better services to its customers.

Hibbett Sporting Goods, Inc. faced significant challenges in its distribution operations due to a paper-based system, limited cross-docking capabilities, and inefficient use of space. These constraints hindered the company's aggressive growth plans, which included opening 70 new stores in 2008. The lack of inventory visibility and overall inefficiency in the distribution center further exacerbated the problem, making it difficult for Hibbett to customize its merchandise to meet local demand effectively.