Challenge: An e-commerce retailer was planning to build a facility around automated technology, and the operation required a flexible and scalable picking solution that could accommodate a highly diverse inventory of materials. The company also had strict fulfillment and shipping deadlines that depended upon high order accuracy.

Challenge: Unable to resolve carrier choice issues with a shipping technology company, a frustrated university issued a second request for proposals (RFP) for its multi-carrier shipping needs. The solution would have to integrate with its advanced financial software.

Challenge: A national LTL carrier experienced an increase in customer requests to deliver single pallets to multiple small stores throughout Los Angeles. Schedules were tight, and deliveries had to be fulfilled at specific times.

Challenge: A global energy technologies company needed a digital supply chain that could support its aggressive growth and innovation goals. Key challenges included managing seasonality, improving lead times, optimizing inventory and linking operational and long-range plans. The company also wanted to boost customer service and accelerate new product introductions.

Challenge: An online boutique for monogrammed and personalized items needed to triple its workforce to meet peak-season demand. Management wrestled with maintaining perfect order accuracy and speedy fulfillment while scaling up labor.

Challenge: A global manufacturer was working to cut shipping costs by rethinking inefficient packaging and box sizes for its e-commerce customers.

Challenge: A major online apparel retailer needed to move 650,000 return units in its fulfillment centers to make space for forward-bound products.

Challenge: A fragrance and flavor company wanted to create a foreign trade zone (FTZ) in which it could perform both manufacturing and distribution functions. Due to its many product formulations — and ingredients coming from the U.S. and around the world — tracking inventory was complex. Some incoming ingredients also skipped manufacturing and were sold raw.

Challenge: A global food company was experiencing flat revenue and struggling to increase market share with demanding consumer expectations for ingredients and prices. Financial forecast credibility was debated, and plans were not consolidated. With a projected $100-million profit gap, timely accurate data was difficult to receive.

Challenge: A food 3PL warehouse manager was frustrated that his customer was rejecting about four to six loads every week. For example, one trailer containing 54 double-stacked pallets was rejected upon arrival because product had spilled — requiring 24 hours of cleanup.