The old cranes in ICA's central warehouse were 25 years old and needed to be replaced quickly during the off-peak season without affecting delivery service to stores. The challenge was to replace the old cranes and put the new cranes in operation in seven weeks. ICA sent an inquiry to four players and chose Swisslog due to their good relations and proven track record in the Nordic region. The project was planned, designed, and procured about a year before the actual replacement took place, involving a team of five to six people working full-time and another 25 people involved in different aspects of the work.

The new cold storage warehouse in Kaiseraugst closes a previous logistical gap: In sterile production, which consists of different operations (manufacturing, filling, packaging, shipping) that cannot be completed in immediate succession, the company had been forced to temporarily store products outside the Kaiseraugst campus. This process was inefficient and created extreme challenges for their material handling efforts in light of the need for a closed cold chain. The new cold storage now ensures that all operations can be completed at the same location across short distances, all within the control of Roche – from sterile production to packaging and shipping of injectable and infusible medications via truck and air freight. The warehouse was constructed over the course of two years and went into operation in 2013.

Antalis Switzerland wanted to permanently expand its logistics services in light of structural changes occurring in the paper market. The company needed a solution that could optimize existing space, be flexible, scalable, low-cost, and energy-efficient. The challenge was to integrate a new small parts storage system into their existing warehouse without disrupting ongoing operations. Additionally, the system needed to be adaptable to structural constraints and offer various expansion options to meet future needs.

Until 2012, Competec had four different locations where products were stored and picked. The ordered products had to be consolidated in the main distribution center through a cumbersome process. In light of the constantly growing demand, the existing logistics capacities were quickly reaching their limits. Because customers expect all orders received by 5:00 pm to be shipped the same day, Competec needed to centralize and automate their logistics operations to meet this level of service. After comparing different goods-to-person concepts, Competec decided in 2011 to go with the new Click&Pick® solution from Swisslog. AutoStore enabled them to achieve a high storage density, and robot vehicles quickly and efficiently handled the storage and retrieval processes for the items stored in bins. The new, scalable, and highly advanced system enabled Competec to quickly and efficiently process a growing number of small batch sizes.

To manage the rapid store growth and the need for new warehouse capacities, Gries Deco Company decided to fully reorganize its warehouse and distribution logistics in 2011. The goal was to significantly increase the delivery service level for their points of sale, sustainably optimize inventories, reduce throughput and delivery times from 48 hours to no more than 24 hours, and cut logistics costs in half. Another top objective was to integrate the existing decentralized warehouses into the new logistics concept. The logistics concept, adapted by Swisslog GmbH, was completed after a two-and-a-half-year planning and implementation period, resulting in a new distribution center built to the highest standards.

In building a new warehouse and production facility, 9 to 5 Seating aimed to create capacity to quadruple production in a new production and warehouse facility that is LEED Gold® certified. The company needed an innovative material handling scheme to achieve this goal. The challenge was to design a system that could handle increased production while maintaining efficiency and reducing the number of touches per product. The company partnered with Raymond Handling Solutions to design and implement the new facility, leveraging their expertise in storage and material handling.

In 2010, AP Exhaust Products was experiencing significant growth and wanted to ensure its material handling equipment was positioned to aid the company during current and future expansion. The company decided to evaluate its lift truck fleet to ensure it was as efficient and cost-effective as possible. They previously purchased refurbished equipment, but the cost of maintenance became too high. They decided to analyze their current costs and determine the return on investment for purchasing new equipment.

Bunzl North America faced challenges in managing and maintaining its extensive fleet of lift trucks across its North American facilities. The company needed a way to track lift truck maintenance activities, determine the true cost of ownership, and assess when to service, replace, or reassign equipment. Without a centralized system, managers at each distribution center struggled to track costs and answer critical questions about lift truck usage, repair history, and cost per hour. This lack of visibility hindered their ability to make informed decisions about capital expenditures and fleet management.

RHCC spent a significant amount of time getting to know how Darigold operated to discover its unique challenges. Following several visits to various distribution and production centers, RHCC noted that Darigold could not definitively identify what it was spending per facility on maintenance issues and repairs. In addition, it did not have a way to track overall fleet costs from one location, and it was locally leasing equipment in an inefficient manner. By continuing to study Darigold’s business, RHCC learned that each facility produced an assortment of milk, powdered milk, cheese and butter products. As a result, its lift trucks needed to stand up to the challenge of multiple working environments, such as washdown stations and cold storage.

Link Transit faced several challenges with their outdated technology, including poor mobile data communication, inadequate GPS information, and limited dispatcher capabilities. These issues resulted in subpar public service to outlying communities and inefficient operator feeder services. The organization needed a solution to modernize their operations, improve dispatcher capabilities, and enhance public service delivery.

San Joaquin RTD faced several challenges in providing a Mobility as a Service (MaaS) solution to the general public and disabled riders. They needed a mobile app that could securely process credit card payments and display a map covering the appropriate service areas. Additionally, they aimed to operate more efficiently and streamline internal operations. A significant part of their challenge was to offer demand response services to all riders, especially those with mobility restrictions.

MET faced several challenges with their existing paratransit software. The software was inadequate and did not meet their operational needs. They required a vendor that could provide improved customer support and help them operate more efficiently. Additionally, MET aimed to streamline their internal operations and offer better service to their passengers.

Waccamaw County RTA (Coast RTA) faced several operational challenges. The organization wanted to operate more efficiently and streamline internal operations. They were dealing with an incredibly manual scheduling process with no automation, which was time-consuming and prone to errors. Additionally, they needed mobile data communication capabilities and were still using paper manifests, which further complicated their operations. Another significant requirement was a mobile app that could securely process credit card payments and display a map for riders covering the appropriate service areas. This would not only enhance the rider experience but also improve operational efficiency.

The Morris Area Paratransit System (MAPS) faced several operational challenges. They were still using paper manifests, which made it difficult to operate efficiently and streamline internal operations. The unique geography of Morris County, which includes both urban and rural areas, required a system that could map out different areas effectively. Additionally, they needed to break out different funding sources and required software that was easy to use. Another critical need was the integration of tablets in their vehicles to modernize their operations.

The Santa Cruz Metropolitan Transit District faced several challenges with their existing system. The scheduling process was incredibly manual with no automation, making it time-consuming and prone to errors. The agency was using outdated tablets required by their legacy system, which were difficult for drivers to operate. Additionally, the reporting capabilities on the legacy software did not meet the agency's requirements. They needed a mobile app to provide more autonomy and mobility for riders and required a software solution that understood their unique needs in their specific area.

REAL, Inc. faced several challenges with their manual processes and existing optimization module, which failed to meet expectations in terms of delivery. The preparation of drivers' schedules a day before the service date led to inconsistency in their schedules and poor on-time performance. The organization needed a better, automated solution to address these issues. Additionally, the COVID-19 pandemic posed a significant challenge during the implementation phase, raising concerns about meeting the Go-Live date.

OATS Transit faced several challenges, including managing 1.5 million trips a year across 87 out of 114 counties statewide with 650 employees. The organization operated from 8 different office locations, each with its own server, and sought to consolidate these into a single system. Training 600 drivers was another significant challenge. Additionally, OATS Transit wanted to migrate from paper manifests to a comprehensive digital system that could automatically update to meet demand. Before implementing Ecolane, the organization was unaware of its productivity gains and potential system efficiencies.

Waco Transit System faced the challenge of managing a diverse range of transportation services, including 11 fixed routes, 35 vehicles, and demand response transportation (DRT). Additionally, they needed to provide specialized services such as a downtown circular trolley route serving the Silo District and transportation to popular destinations like Chip and Joanna Gaines' restaurant, 'Magnolia Table,' and Baylor University. The complexity of these services required a robust system to ensure efficiency, safety, and customer satisfaction. During the pandemic, the need to limit vehicle capacity without increasing backend work added another layer of complexity.

The legacy software used by GoBus, administered by the East Texas Council on Governments (ETCOG), was inadequate for the staff's needs. The manual process of dispatching and scheduling lacked automatic optimization, making data reconciliation difficult across 15-17 pull-out locations. The legacy software provider did not offer additional training for new personnel, placing excessive responsibility on drivers to create routes and maintain passenger records. Additionally, the old system did not provide On Time Performance (OTP) data, despite having tablets in vehicles.

The Sacramento Regional Transit District (SacRT) faced several challenges with their outdated and manual legacy software. The manual process of dispatching and scheduling lacked automatic optimization, which was crucial for their operations in an urban county with different zones and funding sources dependent on rider restrictions. Ensuring zoning regulations were accurate was a significant concern for the staff. Additionally, the previous service was managed by a contractor, and the staff wanted to bring it in-house to control costs. The need for on-site implementation specialists was emphasized to ensure a smooth transition, even during the pandemic. The agency had to cut resources during COVID-19, making it essential to maximize the efficiency of every resource. Furthermore, the staff desired a more robust reporting system to identify trends in demand.

Knox County VanGo wanted to transition from paper scheduling to an automated system with same-day trip capability to better serve riders. They needed fast, accurate, real-time reporting to track ridership each day and the time it takes between pick-ups and drop-offs. Additionally, they aimed to operate more efficiently and streamline operations internally. A significant part of their challenge was to improve the efficiency of demand-response services to all riders, especially individuals with mobility restrictions.

IndyGo faced multiple challenges in transforming its service direction to a Mobility Solutions/Concierge concept. They needed a software solution that could be used across various platforms, including TNCs, and had the ability to transfer trips between vendors while monitoring performance. The goal was to provide cost savings and offer multiple platforms for customer transportation needs. Additionally, maintaining a high level of service during the COVID-19 pandemic was crucial, as riders needed to attend life-saving doctor’s appointments. IndyGo also faced issues with their legacy software, which had many problems and provided little to no response for resolving monthly reports. They required a transit software partner that could offer continuous real-time optimization, increasing Rides Per Hour (RPH) and On-Time Performance.

Rockfarm Supply Chain Solutions, a logistics service provider based in Illinois, faced the challenge of finding a transportation management system (TMS) that could handle all modes of transportation and service types. They needed a solution that could offer optimization and freight audit capabilities while supporting both domestic and international operations. As a startup in 2008, Rockfarm required a platform that could manage the entire transportation cycle, from sales to final delivery, with visibility throughout. Additionally, the system needed to empower customers by giving them control over certain aspects of execution and facilitate the onboarding of new clients.

Hibbett Sports needed one system to capture all transportation and logistics data, and required better visibility for consolidating and optimizing its inbound shipments, with an end goal of also realizing cost reductions. Managing the shipments of merchandise to stock its growing number of stores can be a complex and challenging task, which led Hibbett to begin researching a Transportation Management System (TMS) in 2012. As part of the research phase, Hibbett identified a need to capture all transportation and logistics data in one system. The company also required better visibility for consolidating and optimizing its inbound shipments, ultimately with a goal of realizing cost reductions. Additionally, as a result of a supply chain analysis, Hibbett discovered how cumbersome it was to gather and evaluate data from different systems and realized that a TMS was necessary to simplify the process.

InTek Freight & Logistics, a leading North American logistics service provider, faced the challenge of efficiently managing intermodal transportation. The company needed a solution that could provide fast, easy access to capacity at competitive rates, streamline operations, and offer real-time visibility. Without a robust transportation management system (TMS), the process of securing rates and capacity involved referencing multiple platforms and making individual phone calls, which was time-consuming and inefficient. The company aimed to improve its speed in providing quotes and securing shipments to maintain a competitive edge in the market.

Orscheln Farm & Home aimed to enhance internal efficiency by improving collaboration with suppliers to reduce misshipments and ensure compliance with transportation requirements. The company needed a single TMS system to manage various modes of transportation, including LTL, truckload, ocean import containers, and small packages. Their objectives were to increase supply chain visibility and heighten supplier accountability. The challenge was to create a system that could handle both outbound freight and 300 containers a year of inbound freight, while also reducing mis-shipments and enforcing compliance.

Celestica, a global electronics manufacturer, faced challenges in reducing global transportation costs and improving visibility across its end-to-end supply chain. The company needed a Transportation Management System (TMS) to manage both inbound and outbound freight efficiently. Additionally, Celestica wanted to consolidate contracts on a single platform and automate the selection of the best cost options for shipments. The primary obstacle to achieving these goals was a lack of visibility, which led to higher-than-expected premium costs for shipments.

USCS needed to reduce carrier expenses as a percentage of revenue and also reduce the number of trucks needed for daily operations. The company faced challenges in optimizing the consolidation and transportation of hundreds of temperature-sensitive shipments each day. With a need to improve load planning processes and provide total control and visibility, USCS sought a solution that could integrate seamlessly with their existing transportation management system (TMS).

Technicolor faced the challenge of managing high volumes of parcel shipments efficiently and cost-effectively, ensuring timely deliveries for important product launches and movie premieres. The company needed a solution that could handle the increasing demand for physical media and entertainment-related devices, while also managing cross-border shipments and various transportation modes. The pressure to meet delivery deadlines and optimize costs across different transportation modes added to the complexity of their logistics operations.

Deciding to move to a new Transportation Management System (TMS) isn’t something that logistics managers do without a good reason and careful consideration. Sometimes, however, a company’s hand is forced into making a change. That was the scenario that faced the outbound logistics team at Verso Corporation, a producer of graphic and specialty papers, packaging, and pulp. After a few years on a hosted TMS, Verso was notified by its TMS provider that a system upgrade was required to continue to receive support. The Verso team took that notification as their cue to start their search for a new TMS solution that better fit its needs.\n\n“The biggest thing for us, as a paper company, was to have a system that would be reliable and stable,” said Michael Dailey, Corporate Logistics Manager at Verso. “We needed to make sure that we didn’t have any customer interruptions.”\n\nToday, Verso has more than 5,000 unique customers globally. In the paper industry, these customers often have very late cutoff times and next-day delivery requirements. Delivery appointment times can be difficult to pin down. Cut off times might be at 5 pm while the client’s receiving department leaves at 4 pm. With such tight timeframes, the shipping process must be extremely efficient.