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American Express Global Business Travel (GBT) wanted to increase its market share by differentiating its core services through a strategic investment in smart analytics for travel booking. The company aimed to show its clients how booking directly through the system instead of personal cards could lower costs. It also wanted to offer buyers, such as the head of finance and department managers, insights on employee spend and travel savings. Another challenge was to increase sales win rates and shorten sales cycles.

Before deploying networked business intelligence (BI) from Infor® Birst, the information needed to manage finance, sales, and manufacturing processes was locked in multiple systems and only accessible to technical experts. Decentralized analytics teams pulled data directly from source systems, generating islands of information that could not be shared. Further, executive-level reporting was manual, and it was very time-consuming to not only access information but also to reconcile inconsistent metrics. These manual processes greatly increased the time it took Miller Industries to make decisions and were a huge drain on the productivity of the management teams.

Midwest Wheel, a large truck parts distributor in the Midwest, was facing challenges in managing its complex operations as the business continued to grow. The company was delivering to 95% of its customers every day, but it aimed to provide the same service level to the remaining 5% of customers. To scale quickly and meet customer demand, Midwest Wheel needed a fully integrated system that could manage inventory across its six warehouses, enable complex workflows and alerts, and facilitate more online business. The company was also dealing with manual processes and system modifications that reduced productivity, and a lack of data visibility and reporting that created silos within the business and increased errors.

Diane von Furstenberg (DVF) wanted to shift its focus from partner sales to direct sales, driving all online traffic and sales directly to dvf.com. This required maintaining the right content, products, pricing, and inventory levels. Margins also had to be monitored closely to ensure online price reductions didn’t negatively impact profitability. Having KPIs that provided visibility across stores and online was critical to making the adjustments needed for optimal inventory and pricing. And complete visibility into customer interactions meant DVF could better identify customer segments and target them with the right offers.

Pilot Flying J, the largest operator of travel centers in North America, embarked on an IT modernization program to replace 25 different IT systems. The company wanted to replace its existing disparate systems with a suite of cloud-based Infor applications. The goal was to spend more time with its guests and for team members to spend less time on administrative or infrastructure-related activities. Once many of the Infor applications were live, Pilot Flying J turned its attention to analytics. The company wanted to replace a large and complex landscape of old, difficult-to-use legacy analytics tools, which had previously caused data analysis to be performed in silos. Pilot Flying J also wanted to integrate all of its Infor data with non-Infor sourced data to provide a more complete view of business performance and share that information with all 28,000 employees via a company portal called “PFJ Today”.

As Eastern Bank's assets approached the ten billion dollar mark, the bank initiated a strategic focus on risk management and regulatory compliance. The bank needed a solution to centrally manage documents and expedite the creation of reports related to the Financial Modernization Act, a law requiring financial institutions to make their information-sharing practices available publicly and safeguard sensitive customer data. The bank also wanted to move away from its previously siloed approach and implement a common, consistent taxonomy across the entire organization.

du, a telecommunications service provider in the UAE, was tasked with contributing to the country's Vision 2021, which aims to make the UAE a global leader in various sectors, including telecommunications. As part of this vision, du was chosen as the Strategic Partner for the Smart Dubai Platform, a smart city initiative. To ensure the protection of customer data, a critical aspect of their business, du created the Technologies, Security, and Risk Management Department (TSRM). TSRM needed a global risk and compliance (GRC) software solution to enhance labor efficiency, monitor adherence to regulatory standards, evaluate, assess and mitigate risk, and report all of this information to senior management.

Evalueserve, a global professional services provider, handles a lot of its clients’ strategic, business-critical data, which exposes both Evalueserve and its clients to security and data privacy risks. The company needed a solution to manage these risks and maintain compliance with global regulations and internal policies. The company was looking for a solution that offered a modular, use case-based approach, allowing them to select and deploy the use cases best suited to their most pressing risk management and compliance challenges. They also wanted a solution that offered tight integration among the different use cases and the ability to customize workflows in each of the use cases.

Türkiye Vakıflar Bankası T.A.O., one of the largest banks in Turkey, faced the challenge of efficiently executing a multitude of distributed processes and procedures associated with risk management. Given the size and diversity of its offerings and operations, the bank needed a solution that could consolidate these processes on a single platform and enable a streamlined, efficient approach. The bank also had to comply with regulations for management of third parties published by the Banking Regulation and Supervision Agency (BRSA), which oversees and regulates the Turkish banking sector.

This financial services company that offers a variety of products and services, has leveraged robotic process automation (RPA) within certain aspects of their business. However, their claims processing was labor-intensive and inefficient. In the wake of COVID-19, the team responsible for processing claims became overwhelmed as they could not keep up with the sudden and significant increase in the volume of submissions, leading to a 2x increase in errors during processing and frustrated customers that was increasing the risk of churn. The company considered hiring more claims processors or outsourcing to help meet the demand, but this would lead to a significant increase in costs for full time employees (FTEs). They also looked at how they could take tedious, mechanical processes that are excellent candidates for RPA and automate them. They considered targeting their most labor-intensive processes to reduce the current strain on their employees. In the end, they decided to focus on increasing their use of robotic process automation.

The insurance provider was mandated to move from their current process of using BRD/FSD documents to PDD documents to define automated processes, which is only available as a word document. On average, it took a full working day to finalize a PDD and even then, they struggled to get process screenshots in line with steps. The screenshots, which were critical for improving developer understanding of what was required, would show up as attachments at the end which was not useful because the developers still would have to flip back and forth through the documents. They quickly realized that their current documentation processes were flawed and prone to error, necessitating a more scalable way to translate business process requirements into technical requirements for their RPA development teams.

This Fortune 100 company is one of America’s top 10 largest banks based on assets, and as a result, they process an average of 5 million payments per day and deal with consumer data. The method for processing these payments has historically been painstakingly manual, slow, and prone to error which means money lost—one error can be calculated at $1,000 lost due to the fees and labor associate with investigating and rectifying the error. Beyond that, customers wanted their payments processed faster and with greater accuracy. The bank understood that in order to maintain a sustainable competitive advantage in the marketplace, they must cut costs, eliminate errors that pose serious regulatory risk, and enable employees to focus on work that is driving more value to the business.

The bank was looking for an effective solution to make its mortgage approval process more streamlined and efficient for customers. There were a number of international teams involved in the mortgage approval process, spanning from the United States all the way to India. The global team could not efficiently manage the changing requirements related to mortgage processing. Mortgages are federally regulated and the impact of these changes is significant, especially when teams are separated globally. Accounting for new and changing regulations is normally 10-15% of a bank’s operating costs. The bank needed to make this percentage smaller by automating its mortgage approval process with a more efficient governance model and removing non-compliance risks from the manual, time-consuming procedures it was using.

Agrar-Markt Deppe, a leading agricultural machinery dealer in Central Germany, was facing challenges with their document management. The company was dealing with 1,800 incoming A/P invoices and 3,000 outgoing A/R invoices per month, which was extremely cumbersome and time-consuming. The documents were filed at various locations, leading to repeated retrieval, copying, and sending between offices. The company needed a solution to guarantee tamper-free archiving and to standardize their work processes across all locations.

Federation of Organizations, a multi-service, community-based social wellness agency, had been using the DocuWare on-premises solution for almost 10 years, but utilized only basic capabilities. IT Director Michael Serrano wanted to review and further leverage the DocuWare solution. As a result, he learned about the increased functionality that would be gained by migrating to DocuWare Cloud. He educated the department heads and staff about how the cloud worked. The challenge was to break down the misconception that if software is not on-premises it’s not secure. Once he explained how information is encrypted and transmitted, everyone jumped on board. The migration to the cloud solution went live in early April 2020, at a time when staffers were adapting to working from home due to COVID-19.

Peterbilt of Wyoming, a heavy-duty truck and trailer dealership, was struggling with the manual processing of thousands of documents related to truck sales, repairs, service orders, and warranties. The company, which services 5,000 customers from five locations, was constantly mailing and FedExing documents between different locations, leading to high postage costs. The manual process also resulted in delays in retrieving truck specifications for repeat orders, as sales clerks had to wait for two to three days for the original paper document to be found and then FedExed. The company was also facing challenges in efficiently disseminating information, such as customer invoices and recall notices.

The Town Clerk’s Office of the Town of Windham, with its 300 employees, was responsible for storing and maintaining all records for the town’s departments. This included processing and storing documents for its 16,000 residents, such as motor vehicle and boat registration, hunting and fishing licenses, census upkeep, and marriage, birth, and death certificates. The office also maintained election and voter records, board meeting minutes, and historical documents, adhering strictly to the state’s regulations on proper retention of records. The records were stored in physical form, in labeled cardboard boxes stacked on metal shelves inside a vault room. The staff manually filed and searched for records, spending 7 to 10 days a month on organizing papers.

AquaPhoenix Scientific, a leading test kit and reagent manufacturer, generates most of its business through custom orders. Each test kit has different labeling specifications and quality control documentation. The company moved to electronic document management to improve customer service and easily access documents pertaining to any order. They ship hundreds of orders a day and store between 3 and 50 pages of documentation for each order. The challenge was to streamline the process of order receipt, production, quality control, and invoicing while maintaining strict quality control processes.

Before the introduction of DocuWare, Mayfair Insurance was burdened with mountains of paper files. A folder was created for each policyholder, containing policy, customer documents, records about insured objects and benefits, and numerous documents relating to claims settlement like assessors’ reports. Over the years, thousands of documents had accumulated. Security concerns were also a crucial consideration for their digital transformation. The company recognized the risk of restricted access to paper documents in case of emergencies like water or fire damage. Therefore, the management decided to introduce a digital Document Management System (DMS) immediately.

Almoayyed International Group, a leading family-owned business group in Bahrain, was facing challenges with its document management system. With over 30 business units and 1,700 employees, the company had a complex structure where each business unit had its own paper-based filing system. This led to redundant document storage, with outgoing invoices often printed multiple times. Searching for documents also became a tedious task, as employees had to search in the remote archives of other organizations with different filing approaches. The company was in need of a digital Document Management System (DMS) to streamline its operations.

10 Fitness, a small health and wellness gym with 13 locations, was facing a pressing need to streamline customer communications. With over 57,000 members, the company was receiving numerous requests for membership modifications and personal updates. As the company grew, so did the need for a more efficient documentation process for its customers. The company had initially installed DocuWare to process internal employee documents for the Human Resources Department. After successfully digitizing over 1,500 scanned documents, the company began looking for other areas to innovate with DocuWare. The next target was membership communications. Previously, when a customer needed changes to their membership, they had to physically appear at their gym to enter a request. This process was cumbersome, inefficient, and difficult to track.

Contract Vehicles Limited (CVL), a leading British service provider in fleet management, experienced a significant increase in the number of incoming A/P invoices and operational documents due to business growth. The volume of paperwork tripled to around 100,000 within a few years, and the company struggled to manage the influx, even with additional staff. The company realized that a document management system was essential to maintain its performance and quality standards. The system needed to merge various document types and formats, enable fast searching and processing, allow rights-based internet access, and meet all legal requirements with high security.

CCP GmbH, a German company specializing in employee leasing, personnel placement, and consulting, faced challenges with its paper-based document management system. The company had to deal with tons of paper documents, including activity reports and accounts for temporary employment agencies, which were inconsistently filed and stored in files and cabinets. Due to the legal retention period of ten years, additional storage rooms had to be rented. The company aimed to set up a common accounting center for all branches, which required a transition to a digital document management system. The goal was to eliminate the need for branches to send out documents by post, but instead, scan them on-site and archive them in a central document pool.

Klemens Ott, a roofing company founded in 1960, was facing challenges with their existing document management process. The company's documentation requirements had increased significantly, and the software they were using to digitize their documents was reaching its limits. They needed an innovative document management system (DMS) that would not only guarantee future security with its high functionality and scalability, but would also be highly accepted by both the administration and the roofers working on construction sites. The company was looking for a solution that could easily integrate into their existing IT infrastructure and offer a high degree of adaptability.

Jura, a Swiss company specializing in high-quality, fully automatic coffee machines, has a significant presence in the United Kingdom with over 38,000 customers. The company supports around 5,000 machines in the UK annually, generating a massive volume of documents. Every week, approximately 600 service documents, often several pages long, are archived. The 40 employees of the UK office need to access these documents regularly in their daily work. However, before the deployment of DocuWare, documents were scattered across various points in the company, partly in paper folders, partly in electronic folder structures on the server. This led to difficulties in locating important documents, and sometimes some documents simply couldn’t be found, prompting the company to seek a solution.

Johanniter Emergency Relief, a major charitable organization in Germany, needed a secure and efficient way to store HR documents for over 20,000 full-time employees and 36,000 volunteers across all locations in Germany. The organization also needed to store all invoice documents in a tamper-proof and digital format. The challenge was to provide central filing of sensitive documents and uncomplicated but protected access. The organization also wanted to speed up the invoice approval process, which was slow due to the geographical spread of the organization's offices.

Konrad GmbH, a motor vehicle specialist store operating in greater Munich, faced the challenge of meeting rigorous legal requirements for retention periods and unaltered commercial documents. The company, which operates in a highly innovative industry, needed to be ready to face new trends and challenges every day. This applied not only to the range of spare parts and services offered to customers, but also to the organization and administration of the company. The main purpose of investing in a Document Management System (DMS) was to ensure that the company could meet these legal requirements.

Leverdy, one of the 5 largest newspaper and magazine wholesalers in Germany, was dealing with a massive volume of documents. The company had to manage the daily delivery of up to 300,000 copies of a total of 5,600 magazine titles, which resulted in a huge number of delivery slips – basically ten million pages of paper per year. In addition, around 4,600 retail invoices were sent weekly to the magazine dealers by post, email or fax, about 1,000 pages of subsequent delivery slips and 4,000 to 5,000 pages of collective invoices for chain stores that have several branches. The distribution managed on Sundays (which is handled separately in the company) as well as transport invoices and returns of unsold magazines, produced even more documents that had to be stored. In total, around 15 million documents circulated at leverdy, with much of it produced by their Phoenix merchandise management system every year. The wholesaler had to retain all documents for tax purposes for ten years and their customer service department also needed access to various documents, again and again.

AVANCE, a non-profit organization operating about 30 early childhood education facilities, was facing challenges with its purchasing and funds tracking processes. The organization relied on paper purchase orders, which made the approval and acquisition process slow and cumbersome. The paper-based system also made it difficult to track and match ongoing purchase orders with the corresponding grants in real time. This was a significant issue as AVANCE relies on a variety of head start grants to purchase childcare supplies and other necessities. The lack of real-time data meant that the organization did not have an accurate and up-to-date idea of what was left in the grants to spend.

B&M Retail, a rapidly expanding retail chain in the UK, was struggling with outdated and inefficient HR processes. The company's growth was outpacing its ability to manage HR tasks, particularly in the area of onboarding new employees. Previously, new hires had to fill out and sign various paper documents at each branch, which were then sent to the head office for manual data entry into the personnel and accounting system. This process was time-consuming and delayed the start date for new employees. The HR team was also seeking a solution that would comply with the latest legal regulations and handle approval processes dynamically.