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The company, a global leader in insurance broking and risk advisory with a presence in 130 countries and a headcount of 45,000, was facing difficulties in monitoring its cloud resources. The challenges included a lack of centralized cloud cost monitoring, control over dangling and idle resources, visibility into cloud costs for development teams, and anomaly detection and predictive capabilities.

The airline was experiencing a massive growth of high-speed data coming in from various online and offline customer touch points and operational systems; nearly 5TB of data was coming into its systems every day at an input data velocity of 7,000 events/second. The massive volume of data limited data searches to only two days of data logs; preventing analysis of customer behavior patterns and anomaly detection based on a longer and more relevant time window. The traditional technology stack was unable to manage the rapidly growing volume of high-speed data.

A Fortune 500 American multinational automaker was seeking a solution to predict faults in their auto parts to proactively ensure fault-free production, thereby saving maintenance time and improving the customer experience. The company faced several challenges. Data was being generated from multiple discrete systems, all of which had to be processed simultaneously to get a complete picture. The data was in different formats like JSON, CSV, and other proprietary formats. The cutting tools had to be replaced before they reached end-of-life, affecting the production quality. Therefore, the automaker was looking for a solution that would predict in real-time, giving them enough time to replace the waned cutting tools. The data collected from multiple systems had several quality issues and missing records. This data had to be formatted, cleansed, and prepared before it could be fed into the predictive analytics models. The manufacturing unit had thousands of machines generating millions of events every minute. The automaker needed to process this massive amount of data in real-time using a single solution and shared infrastructure. Real-time alerts to floor operators and the downstream application was a crucial component. Any failure or delay in these alerts had a direct impact on the quality of parts produced.

Payoneer, a digital payment platform, needed a way to serve its AI/ML fraud predictive/preventative models against fresh, real-time data to provide their customers with a safer payment experience. The company was using a retroactive approach that detected fraud attempts after the fact, which meant customers could only block users after a (possibly successful) fraud attempt. This approach had several limitations including the inability to track fraud attempts across complex networks, lack of advanced analytics and log correlation to identify anomalies, and a negative impact on customer experience and satisfaction. Payoneer needed a solution that leveraged sophisticated algorithms to track multiple parameters and detect fraud within complex networks. While Payoneer had built sophisticated machine learning models, these only worked offline and could not be used against real-time threats.

NetApp, a leading provider of hybrid cloud data services, needed to enhance its Active IQ solution to incorporate an AI-driven digital advisor. The goal was to use AI to gain intelligent insights into its customers’ storage controllers and deliver prescriptive guidance, as well as automate “best actions” to achieve predictive maintenance on said devices. The company was dealing with the challenge of analyzing 10 trillion data points per month from storage sensors worldwide. The existing infrastructure of Active IQ, built on Hadoop, was unable to cost-effectively enable real-time predictive AI, run large-scale analytics, or deploy new AI services at scale. The traditional data warehouse and Hadoop-based data lake were unable to efficiently process the trillions of data points collected from storage controllers at the speed required to derive actionable intelligence needed for real-time predictive maintenance.

International fashion retailer bonprix, which operates an online shop with five house brands in 30 countries, was forced to reevaluate their pricing strategy due to the COVID-19 pandemic. Since 2014, bonprix has employed Blue Yonder’s pricing capabilities as a purely market-driven pricing tool. However, the sudden and drastic shift in the marketplace due to the pandemic required them to take more factors into account regarding individual stock and demand. The supply chain was heavily disrupted, and the supply of goods was no longer guaranteed. As a result, bonprix faced both overstocking and understocking of products due to delayed and canceled orders.

Accel Logistics, a leader in the Mexican logistics market, has been using Blue Yonder’s warehouse management solution to streamline processes in its 19 distribution centers. This has resulted in cost reductions, productivity growth, and superior customer service. However, the recent surge in market demand for logistics has also brought about an increase in demand volatility. Accel needed to improve its speed and agility to keep up with this unpredictable demand.

Bayer Crop Science, a company with annual revenues exceeding $23 billion US, delivers agricultural products in more than 70 countries. The company operates more than 350 facilities and was challenged to adopt consistent technology solutions, analytical tools, and best practices across all these locations. Logistics managers at Bayer needed standardized decision-making practices and shared values that would enable them to act in the best financial interests of the company. The challenge was to implement a single logistics platform with shared data, metrics, workflows, and best practices across all locations, supporting the company’s goal for global standardization.

Henkel, a German multinational company and a leader in both the consumer goods and industrial sectors, operates hundreds of distribution facilities of all sizes around the world. These facilities were relying on time-consuming, error-prone manual processes and a variety of outdated technology solutions. To improve customer service while driving down costs, Henkel needed to adopt best practices, advanced digital capabilities and process standardization across its worldwide network. The company was looking for a solution that could provide improved process speed, accuracy, and efficiency, higher service at a reasonable cost, and increased visibility and control.

Retailer CR Vanguard (CRV), part of the CR Group, operates more than 3,240 stores across China, with total sales revenue of nearly 90 billion yuan. As one of the largest retailers in China, CRV must strategically orchestrate planning and merchandising across these stores in multiple formats, including hypermarkets, supermarkets, and convenience stores. The company's objective is to be customer-centric by leveraging best-in-class technology to understand and meet shopper needs, even as demand volatility increases. However, CRV's demand planning was accomplished by a homegrown solution that failed to capture the complexity of 3,000 stores, multiple formats, and localized shopper needs.

Lenzing Group, a supplier of high-quality botanic cellulose fibers to the global fashion industry, is committed to sustainability. The fashion industry is responsible for 10% of global carbon emissions and 20% of the world’s waste water. Lenzing aims to minimize its environmental impacts and become carbon-neutral by 2050. However, the company lacked the transparency to achieve this goal. Five years ago, Lenzing was struggling with an uncontrolled propagation of Excel planning spreadsheets. The lack of transparency and agreement was a significant problem, especially across the fragmented, large, extended fashion supply chain. When conditions changed, it took Lenzing three or four months to respond, leading to significant environmental impacts such as waste from overproduction.

PepsiCo Latin America, a long-time Blue Yonder customer, was seeking a customer-focused and perfectly synchronized value chain, supported by standardized usage of its supply planning and execution solutions across 16 countries. As demand variability, materials costs and transportation expenses increased, this value chain would enable greater speed, accuracy and responsiveness. The company was looking for a solution that could integrate and roll out its solutions in demand planning, supply planning, inventory optimization, shipment scheduling and promotions across 34 countries.

Microsoft manages more than 200 data centers in 34 countries, and it’s adding 50 to 100 new data centers every year. The global supply chain also includes traditional functions such as manufacturing and transportation, provided by third parties. Across this geographically distributed network, Microsoft needs to ensure uninterrupted, high-quality, reliable service. The COVID-19 pandemic revealed the weaknesses in the world’s supply chains, as well as the need for a rapid, coordinated response when the unexpected happens.

Armada, a supply chain solutions provider with approximately $4.0 billion in revenues, was focused on enabling next-generation supply chain orchestration solutions. The company wanted to create a digital thread across the network that would enhance real-time visibility and connectivity of network stakeholders, leading to greater agility and responsiveness in the face of inevitable disruptions. Armada moves nearly 100 million cases annually and approximately 450,000 truckloads with speed and agility. One in eight US consumers benefits from Armada’s services each day. The company was looking for a solution that could help them maximize the value of its end-to-end solutions for existing clients while also attracting new ones.

HERBL Solutions, California’s largest cannabis distributor and supply chain solutions company, experienced rapid growth as demand for cannabis products exploded. The company grew from $20 million in revenues to $200 million in just three years. This rapid growth presented a challenge for HERBL to serve the growing demand profitably while also meeting strict regulatory requirements and supporting its retail partners. The cannabis industry is strictly regulated, which places huge pressures on all supply chain processes. HERBL needed a solution that could easily meet regulatory requirements and support the level of visibility and transparency needed to track and trace all their products in real-time.

Founded in 2014, HappyFresh is the fastest-growing online grocery platform in Southeast Asia, with its own delivery fleet and network of darkstore centers. The company serves millions of consumers in 14 cities, partners with over 300 supermarkets, and employs over 500 associates across Indonesia, Malaysia and Thailand. As demand increased for online grocery delivery, HappyFresh needed to digitally transform its warehouse operations to maintain its high level of real-time responsiveness, including customized order handling and delivery in as little as one hour.

Smile Savvy, a dental digital marketing company, was facing challenges with their SEO reporting process. With over 900 clients, manual reporting was time-consuming and prone to errors. The company was spending more time reporting SEO issues than resolving them. Additionally, the tool they were using for building citations and business listings was becoming too expensive, with costs tripling. The company needed a solution that could automate their reporting process, ensure accuracy and consistency, and provide cost-effective citation building.

Staylisted, a local SEO agency specializing in 'blue-collar' clients, was facing challenges with their previous local search platform. The platform would remove all data and citations when the agency stopped paying, which was not only costly but also inconvenient. The platform's 'power listings' feature did not allow for edits, which was described as 'awful' by Staylisted's Customer Service Manager, Sarah Nelson. The agency also tried outsourcing citations to India, but found issues with quality and speed. They needed a solution that would ensure the speed and quality of citation delivery, and allow them to make edits quickly.

Big Leap, a full-service digital marketing agency based in Lehi, Utah, was manually managing its clients’ business listings, which was time-consuming and costly. With over 200 clients to service, the ability to manage these listings at scale presented a significant challenge. The agency needed a solution that was both time and cost-effective for local SEO and citations. The majority of their clients are based in Utah, reflecting the agency's local focus, with the rest spread across the USA. Each client requires a customized plan tailored to their specific business needs, adding to the complexity of the task.

Vortala, a digital marketing service provider for healthcare businesses, was facing a challenge with their existing ranking reports tool. The tool lacked a local focus, which was a significant issue for Vortala as their clients were spread across the USA, the UK, Australia, and Canada. The tool was not providing them with the necessary local SEO data, which was crucial for their business. Additionally, their service did not include review monitoring or reputation management. Given the importance of patient reviews in the healthcare industry, Vortala realized that they were missing an opportunity to enhance their service offering.

Lead to Conversion, a full-service digital marketing agency, was facing challenges in managing local SEO work for its clients. The agency was using a different SEO tool, but it was not locally-focused enough for their bricks-and-mortar clients. In addition, the agency was spending 10 hours per week performing manual citation work for the clients that needed it. This was a significant drain on resources and was not efficient.

Sterling Sky, a local SEO agency led by Joy Hawkins, was facing quality issues with their previous local SEO solution. The agency was struggling to find a platform that could capture all the ranking tracking data they needed in a way that was easy to manage and deliver to clients. The challenge was to find a reliable and efficient SEO solution that could meet the agency's specific needs and deliver quality services to their clients.

Colorado Internet Solutions (CIS), a small web design and SEO agency, was facing a challenge with their existing SEO platform. The platform was not only expensive, costing them nearly $10,000 per year, but it also delivered too much unnecessary information that their clients couldn’t understand. The platform didn’t focus on the niche requirements of local businesses enough and this price was proving hard to justify. CIS also used a separate tool for citation building, and it soon became cumbersome having to deal with multiple platforms for SEO management.

ClikTru, an agency specializing in local internet marketing for legal firms, was facing a challenge in growing its client base due to the time-consuming process of researching new directories for the legal profession and manually submitting citations to these sites. The agency was also spending a significant amount of time manually searching in Google, taking screenshots, and entering details into a spreadsheet. This laborious process was hindering the agency's growth, prompting the Director of Operations, Stacey Darabos, to look for a tool with a local SEO focus to address these issues.

Urban Ventures, a nonprofit social services organization, was facing challenges with their budgeting and planning process. Their long list of services, including options from prenatal care all the way through adult life, created many challenges, especially when combined with budgeting and planning for their biggest expense – their employees. Some of the 75+ team members were part time, some were seasonal, and others were full-time, and everything from unemployment insurance rates, taxes (employee and employer), salaries, insurance etc. - all needed to be budgeted and planned for. At the time, Urban Ventures was doing all the budgeting and planning in Excel, with Microsoft Dynamics GP providing the necessary data export/import and reporting features.

The Children’s Institute of Pittsburgh, a nonprofit organization serving children with special needs and their families, was facing challenges with their financial reporting and budgeting processes. The organization had recently expanded from one company to five, adding complexity to their financial management. They needed to separate out the financials into five separate entities but also perform reporting at a consolidated level for their financial statements and audit purposes. They were using Planning Maestro strictly for budgeting and Dynamics GP for running pre-existing hard-coded reports, which was a time-consuming and difficult process. The organization was not fully utilizing the capabilities of Planning Maestro, and the manual processes in Excel were prone to inaccuracies and errors.

Momentum Midstream, an independent midstream energy company, was facing challenges with their budgeting and forecasting processes. They were relying on spreadsheets to manage these processes, but as the company grew and the processes became more complex, it became clear that the manual process was too inefficient and error-prone. Momentum’s business model and revenue stream depend on them providing a turn-key natural gas production facility, planning for the physical capacity of over a billion dollars in property plant and equipment, and also the human capacity in terms of a trained and productive workforce. Being able to accurately forecast the resulting demand for cash over an 18-24 month pre-production cycle is paramount to their success. They were spending far too much time chasing down broken links and double-checking formulas for errors.

ClearTrack Information Network, a supply chain software and services company, was facing challenges in managing its financial health due to the limitations of traditional Excel spreadsheets and basic accounting software. The company's financial executive, Traci Triplett, was relying on these outdated systems to manage ClearTrack’s financial health. However, these systems were creating time-consuming errors and redundancies that the small business could not afford. Understanding cash flow was critical to the company’s success, yet the limitations of the current system were hindering this understanding. With a lean financial team, Triplett needed a more efficient way to budget and forecast. She conducted an industry-wide search to find an automated system that would best meet her needs.

Wood’s Homes, a multi-service, non-profit children’s mental health center based in Calgary, was facing a significant challenge in managing its financial operations. As a large organization with over 450 staff and 100 volunteers, it provides 35 programs and services for 20,000 children and their families each year. The Finance Manager, Pat Keppler, was responsible for more than 122 financial statements, across 35 programs, many backed by 5-6 different funders. The organization was using a traditional spreadsheet-based approach to budgeting and forecasting which lacked the capabilities necessary to effectively manage the large volume of data. With over 7,000 account codes and associated individual budgets, the organization needed a more strategic financial tool to manage effective growth and continue to support the needs of its community.

Community Care, Inc., a nonprofit organization, was struggling with its budgeting process. Initially, they implemented an automated budgeting tool in 2004 to streamline financial activities. However, the software was not user-friendly enough for operations managers, leading to inaccurate budget updates and resistance to further training. The organization reverted to using Excel spreadsheets for budget management, with each department responsible for its own worksheet. This manual consolidation of information was laborious and did not guarantee accuracy. As the organization grew, this method became increasingly ineffective. When Director of Reimbursement & Financial Planning executive Kyle Raeder joined the company, he and Community Care, Inc.’s Chief Financial Officer Lawrence Paplham decided it was time to evaluate and deploy a more robust budgeting and forecasting tool.