Mainfreight, a global logistics giant based in New Zealand, needed a state-of-the-art data center that would meet their current needs and support their growing global expansion. The challenge was to complete the project in three months, from design to implementation. The company's systems have grown as the company has grown, shifting from the use of manual systems into automated systems. This has opened up opportunities for the use of Electronic Data Interchange to automate the way customers transact with them and vice versa. To address organic growth, and to accommodate where the business is moving with the demands on data storage and analytics, Mainfreight constructed a new data center in New Zealand which houses all the necessary infrastructure to provide the platform to deliver those exact types of services.

DigiPlex, a leading data center operator in the Nordics, is dedicated to responsible, sustainable growth. However, the power-intensive nature of data centers presents a formidable challenge for the company. As society grows more connected every day, data centers are sources of enormous power consumption. This presents a formidable challenge for colocation providers like DigiPlex in Norway, which seeks to grow in a competitive business environment while being a responsible corporate citizen. DigiPlex views operating green data centers as crucial to business growth and survival. The company believes that in the future, if a data center is not operated in a completely renewable, sustainable manner, it won't survive in the industry.

Animal Logic, an independent Australian company, has been creating digital content, visual effects, and animation for the film and television industries for over 25 years. The company's business is cyclical in nature, with the demands of the productions they're working on dictating how many people they have working for them and how much infrastructure they need. As a result, speed of deployment for their data center environments is critical to their success. Around 90% of the data center houses high-density compute, which is used for the process of rendering images, while the other 10% is high-capacity storage used for production, which houses the images that are generated by that render process. The company needed a data center solution that could meet these unique needs for capacity and delivery.

Danone evian, a renowned brand of natural mineral water, wanted to upgrade its bottling facility to deliver water more sustainably by reducing energy consumption at every stage of production. The key challenge of the project was maintaining the continuity of operations, which meant all modernization work had to be synchronized with just two annual maintenance shutdowns at the site. The company aimed to monitor, visualize, and manage energy use in real time; increase energy efficiency; and achieve sustainability goals.

Nestlé Nescafé, the world’s largest soluble coffee factory, faced a significant challenge with unplanned stoppages disrupting production. In one year, the factory experienced eight unplanned stoppages, which had a significant impact on production efficiency and costs. The factory, located in Toluca, Mexico, produces one million jars of coffee every day, and any disruption in the production process can have a significant financial impact. The factory operates 365 days a year, and any unplanned stoppage can impact the reliability of the processes and affect what makes it to grocery shelves. In 2013, Nestlé invested approximately $125 million to expand this plant, increasing production by 40% and making it the largest soluble coffee facility in the world. At this scale, even modest gains to energy efficiency and service improvements translate to sizable cost savings. Improving the reliability of the facility’s electrical equipment would deliver the productivity, efficiency, and maintenance benefits Nestlé sought.

Hyatt Regency® Mexico City needed to modernize its power equipment without disrupting the guest experience. The hotel had the infrastructure it needed for daily operations but lacked visibility into the status of crucial power equipment, such as transformers. Without real-time monitoring of the state of the electrical system, the hotel risked power failures that could compromise the guest experience, and the risks only increased as energy demands grew. But the hotel faced another problem — its existing equipment wasn’t designed to guarantee constant power during maintenance or repair activity. Power outages weren’t an option; any type of disruption could negatively impact the guest experience, from the guest staying on the top floor to those attending events hosted in the hotel’s conference areas. To maintain the hospitality experience — and to keep its reputation intact — HRMC needed to ensure reliable power around the clock.

Resorts World Las Vegas (RWLV) was conceived with sustainability as a driving force. The developers aimed to create a new benchmark for sustainable hospitality on the Las Vegas Strip. The challenge was to develop an existing construction project into Las Vegas’ newest megaresort while ensuring sustainability. The resort was built on the grounds of what was once the iconic Stardust resort and casino. It was designed to champion sustainability while providing world-class hospitality to guests. The resort comprises more than seven million square feet of mixed-use space spread out across 88 acres, making remote management capability crucial for efficient operation.

Wilo Pumps Indonesia was tasked with designing and delivering a full dewatering system to help prevent future flooding events for a mining company. One of the main challenges that Wilo needed to tackle was the lack of access to the site. Its remote location makes inspecting, repairing, and maintaining the pump system extremely time consuming so the ability to monitor and control it remotely was vital. A smart pump and water management system with remote monitoring capabilities would be the answer to the customer’s requirements as it would also reduce operating costs while improving the reliability and security of the mining operation.

Azalys, a waste treatment plant in Carrières-sous-Poissy, France, needed to modernize its electrical system while ensuring continuous service for local communities. The plant, which serves an area inhabited by almost 300,000 people, treats 125,000 metric tons of waste and produces 40 GWh of electricity per year. The plant incinerates non-recyclable waste and transforms the heat into steam, which is then converted by a turbo alternator into energy. Some of this energy is consumed by the site itself, while the rest is sold to the electricity distribution network Enedis. The health of the electrical equipment is crucial to the plant’s mission. The modernization process had to be as swift as possible in order not to interrupt the service provided to the local communities.

Aspiria, an innovation campus in Overland Park, Kansas, underwent a significant transformation in 2019. The expansive campus, which provides world-class workplaces, facilities, and public spaces, required significant amounts of energy to operate and ensure occupants are comfortable. However, Aspiria needed to achieve all of this with a relatively small maintenance staff. The previous occupier of the campus decided to partner with C&C Group, a certified Schneider Electric EcoXpert, to improve the comfort, quality, and cost of its campus. The goal was to maintain low energy costs, identify and prevent energy waste, and maximize operational efficiency.

The Sofia Hotel, located near the coast of the Sea of Galilee in Tiberias, Israel, aimed to become the country's most sophisticated and advanced hotel using smart technology and the Internet of Things (IoT). The hotel, which is built above an ancient Ottoman structure, wanted to preserve its historic origins while leading Israel in building automation. The project, which began in 2017, was managed by Schneider Electric and Afcon Control and Automation, a master-level EcoXpert partner. The goal was to create a seamlessly responsive smart building that would provide an elevated experience for guests and give management real-time access to building analytics and control over every system.

HSBC Place, an office building in downtown Edmonton, was aging and its mechanical and electrical equipment had reached the end of its useful life. The building had no amenities or visual interest, and it was facing competition from other premier office spaces in Edmonton’s Financial District. The building’s new owners, Alberta Investment Management Corporation (AIMCo), and the Epic Investment management team saw an opportunity to transform the building into a modern, sustainable tower that would be relevant for the next 20 years. They wanted to create a building that was not only aesthetically pleasing but also sustainable and equipped with modern amenities. The challenge was to overhaul the building in less than two years and make it compete with other premier downtown buildings.

The companies of Vienna’s Wiener Stadtwerke (WStW) Holding AG public utilities holding company were using a personnel information system called PI, introduced in the early 1990s, for payroll accounting and personnel management. In 2005, the company management contemplated whether the solution should be replaced with a more modern one. The challenge was to replace or modernize the PI system without losing its unique features such as application functionality and security. The PI system involved 130 complex application processes with logic and database access along with 239 screen interactions where users could choose from about 1,800 input/output maps. The users who accessed PI on a regular basis were accustomed to the symbol-oriented green screens, but the less frequent users preferred standard PC user interfaces.

COLT had deployed the same systems in several countries and all of them were operating independently. As a result, there were over 10 instances of each application — and each one containing its own silo of information. Customer information was recorded in several systems and there was no consolidated view of a customer across the whole company. COLT also wanted to automate the provisioning process with the local telecom operators for certain products. This would require COLT to integrate its order handling system with that of the operator. This extended the scope of the integration challenge beyond the enterprise into the realm of B2B.

DFDS Seaways, a leading European ferry and logistics company, was facing challenges with its outdated Enterprise Resource Management (ERP) system. The system, named Cosmos, was built in the early 1990s and had grown into more than 200 smaller and larger sub-applications. However, these applications lacked functional integration, had varying user interfaces, and required regular data re-entry. The complexity of Cosmos had become so great that DFDS Seaways faced growing maintenance problems. Documentation was often outdated, and a lot of business logics were recorded in hard-to-change stored procedures. The company also faced performance problems with the Web front-ends, hindering customers from making reservations via the Internet.

Tsalano, a South African ICT company, was facing several challenges. The public sector constraints, poor infrastructure, resource scarcity, an emerging local technology sector, and exponential growth were some of the issues the company was grappling with. The company wanted to leverage its core expertise in telemetry, sensing, and ICT to create actionable solutions for its clients. However, it needed a way to do this without reinventing the wheel. The company also wanted to tackle the prepaid electricity market and the country's fragile water use system.

CVRx, a medical device company, was developing a second-generation system, XR-1, for Baroreflex Activation Therapy. The company initially used IBM Rational DOORS as the requirements management engineering platform. However, after a year, CVRx needed a more flexible, configurable, and customizable platform that could also facilitate requirements reuse. As the project evolved, the company recognized a need for a broader toolset capable of more than just requirements management. To meet compliance regulations and ensure quality while maintaining an aggressive schedule, CVRx needed a comprehensive solution that could manage its requirements, specifications, test cases, change requests, defects, and other documents, processes, and records, as well as automate compliance reporting.

The Australian Energy Market Operator (AEMO) was faced with the challenge of offering a single technology platform for all gas market participants to easily transfer information and data in a seamless way for each gas market. It also wanted to more effectively promote greater industry collaboration and flexibility for how participants interacted across the platform. A key part of this challenge was the modernization of the Gas FRC Hub, a B2B platform for the gas retail markets throughout Australia. The hub infrastructure was also planned for use in the NSW/ACT gas retail market.

Lafarge’s customers build every kind of structure, from houses to commercial office buildings, around the world. Key to providing excellent service is Lafarge’s ability to provide building solutions using cement, and other materials, to a new construction site, in a timely way. That means integration and processes with local suppliers and contractors must be set up fast. Operating in 64 countries, Lafarge deals with a world of different suppliers and contractors with trading practices that vary by country. Setting up business at a new construction site used to take weeks with a traditional integration approach.

Océ, a supplier of digital printing systems, software, and services, had developed a complex and mixed IT infrastructure over the years due to its growth and acquisitions. This complexity limited the company's ability to take rapid, decisive action. To address this, Océ launched the SPINE project with the ultimate objective of creating a more flexible and maneuverable organization. The project aimed to realize a new, comprehensive IT architecture and a radical harmonization and standardization of its business processes. The new architecture would be based on SAP.

Federazione Toscana BCC, a federation serving 33 banks of cooperative credit in the Tuscany region of Italy, aimed to achieve process excellence across all these banks. The federation wanted to introduce a process methodology that would make the banks results-driven and increase the efficiency and effectiveness of the entire banking network. However, each bank needed the flexibility to adapt those standard processes to its own organization. The challenge was to design a system that could host information on all processes at work throughout the banking network and yet allow each bank to align these processes with its unique organizational structure.

Evonik Industries, a global industrial group, was facing challenges with its international operations. The lack of uniform representation standards and file formats for processes made it difficult to gain a cross-sectional view of the enterprise and prevented the development of a shared understanding of processes and process management. This became particularly clear when preparing for an SAP roll out in Greater China. The company was aiming for shorter documentation times and standardized process documentation, with the aim of reducing the number of process harmonization workshops to a minimum. The resulting documentation base would be used for future projects and help create a shared process understanding. The constant demand for training created an urgent need for comprehensive process documentation in China.

EEC Engie, an electric distribution utility based in New Caledonia, has a zero-carbon strategy. The company wants to remove the SF6 gas from its network. The remote island location presents difficult and unique challenges for EEC Engie. New Caledonia is halfway around the world from Engie’s French operations base. This means that EEC Engie not only needs to manage the purchasing part of its business, but also logistics and the complexity of transportation -- all of which must be taken into account in order to be efficient. Recycling SF6 is also complicated in New Caledonia because the island does not currently have channels for reprocessing SF6. The medium has been used in electrical equipment for decades. While it is very effective for insulating and breaking, it is also harmful to the environment because it is a potent greenhouse gas.

Huashan Hospital North at Fudan University, a leading healthcare facility in China, was facing several challenges. The hospital was constructed under technological and budget constraints in 2012 and was struggling to operate sustainably and reduce energy consumption. Compared to other local hospitals, Huashan Hospital North had poor power visibility and significantly higher energy consumption relative to the number of beds. The hospital's systems were not integrated, meaning they lacked a unified interface for ease of management. There was also no way of detecting potential problems in the power system or identifying hidden dangers in electrical safety that could cause downtime in operations. The logistics staff at the hospital was motivated to improve these conditions and sought out connected technology to create a smart logistics nerve center, better manage their systems, and provide eco-friendly outcomes.

Oracle Corporation, a leading supplier of information management software, required a reliable power system for its thousands of software developers and customers that depend on non-stop, 24-hour-a-day technical support. Power interruptions could result in significant losses in sales and productivity, as well as affecting customers with mission-critical support needs. Oracle's need for reliable power was the driving force behind setting up its own substation, a 13 MW electrical distribution system, and a power management system. The company initially considered purchasing electricity from the local utility at primary voltage, 12 kV, also known as voltage buy-up. However, the utility feeder to Oracle would still be shared with residential and other non-industrial loads, and they would be subjected to several outages per year. Instead, Oracle decided to intercept the 60 kV circuit from the utility’s transmission line that passes over the Oracle campus. Since the 60 kV circuit’s unplanned outage rate proved to be more reliable, at less than one event per five years, and payback was favorable, Oracle’s board of directors approved the project and construction began.

ROSO Automation Technology Co., Ltd. is a high-tech enterprise specializing in the research and development, production, and sales of zipper dyeing production lines. The company faced challenges in digitizing their machines and transforming from simple to smart manufacturing. Traditional zipper production was labor-intensive, incurring high labor costs with low product added value. The company also had to deal with the dual challenges of manufacturing and operation due to its business model of providing operating services to zipper manufacturers. The lack of digital systems in production and operation at the factory led to errors and omissions during material handover, inconvenient management of onsite logistics, and confusion regarding the locations of finished and semi-finished products. There was also no adequate mechanism for managing the dyeing formulas, which are central to the dyeing process.

波音公司希望能够更好地提高效率并降低成本，同时不断提高客户的产出率。他们希望为制造车间提供一种解决方案，使每个人（从工程师到管理人员）都能识别和查明不合规情况，并鼓励针对这些领域采取纠正措施。波音公司面临着数据质量不一致的问题，员工很难实现可重复的输入流程。员工在识别问题时输入差异的方式存在偏差，导致可用数据稀缺。由于现有系统缺乏可视性，波音公司发现他们正在追逐下游不再存在的差异。

本案例研究中的挑战/情况是 Swift 社区长期以来一直在寻找一种在服务器上运行他们最喜欢的语言的途径。将 Swift 包导入 AWS 的开销太高，并且社区中对在服务器上运行 Swift 的吸引力不大。

Meopta 提供全方位的内部光学和光子学服务。 Meopta 的许多客户都在快速发展的半导体市场中，其中精度至关重要。然而，数量也是一个关键优先事项，因为可行的大规模生产意味着保持低成本和高性能。对于 Meopta 向这些客户提供的设计，其工程师必须找到最有效的方法来优化产品功能，同时不影响客户的盈利能力。

RealtyNinja 需要提高其房地产网站的速度和性能，以满足客户的期望并保持市场竞争力。他们还必须确保他们的网站始终提供新鲜内容，以避免损害他们的声誉并面临法律影响。