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Under the Complete Streets Implementation Plan, adopted in May 2019, the City of St. Petersburg developed a series of additional performance metrics to measure the transportation system’s performance in accordance with the Complete Streets policy. The added measures help implementing modifications to the City transportation systems that are more balanced among different roadway user types. For the City of St. Petersburg; however, collecting and analyzing the required data for decision making was difficult as the Department’s staffing level has not grown, even with the increased work associated with the Complete Streets data collection project.\n\nFor studying travel time and travel time reliability along certain corridors across St. Petersburg, staff would have been required to drive the corridors to perform these studies. It often required two staff members, with one person driving safely while the other person recorded the drive times. Other Staff would then review and analyze the data. It was a staff-intensive process that was subject to human error, with a perception of the potential for bias. For these reasons, the City decided to find an easy way to automate data collection for certain traffic metrics in order to preserve staff time for data collection and analysis of all the collected data.

According to the 2018 TomTom Traffic Index, Ottawa ranked 4th most congested city in Canada and 14th in North America. Congested roadways are a major road-bump for the economy and culture of urban areas. Knowing this, the City of Ottawa was looking for a way to actively monitor and manage the impact of local traffic events such as road closures and present their findings using factual data. Making improvements in collected traffic data’s reliability is crucial to effectively manage roadways and relay accurate information to travelers and traffic managers.

Canadian Heritage plays a vital role in the cultural, civic and economic life of Canadians. Yearly they are entrusted with the task of delivering an amazing Canada Day event in the Capital City. With the experience and knowledge from past celebrations, Canadian Heritage knew they needed enhanced crowd management data. The primary concern was to provide timely data for staffing management, and effectively communicate wait times to attendees management.

Collier County Traffic Operation has the mission of providing the best and most efficient road network for its citizens. Located in southwest Florida, the Collier County experiences high fluctuation of seasonal traffic, it was crucial to collect up-to-date congestion data for the main road segments to prioritize those in need of immediate improvement with low Level of Service. In order to fulfill this goal, the Traffic Operation Section needs to measure travel time to determine roadway capacity, congestion areas, congestion time, and its duration. Also, travel time data can be used to evaluate traffic signal timing to assure high performance of the roads; however, collecting and analyzing travel time data at the county-level is both labor-intensive and time-consuming.\n\nBefore adopting SMATS’ iNode™, the County traffic officials had to drive the desired segments multiple times at different times of the day to collect the required travel time data. This way of collecting data makes it impossible to study longer segments across the County and monitor the roads 24/7. Therefore, Collier County Traffic Operation decided to automate this process to help its staff and collect travel time data more efficiently.

As experts in transport management, 3T was first engaged to work with JCB Service in 2008. Whilst the service business had grown significantly since the year 2000, associated transportation costs had increased disproportionally. A drop in machine sales of 40% caused by the global recession also made cost reduction initiatives a priority. 3T was brought in to help the company understand these costs in more detail and to implement both cost reduction and service enhancement initiatives. Areas for action included; Replacement of the transport management system in the European Parts Centre, ensuring effective carrier selection, track and trace and data capture. End of month financial reporting, which was based on carrier invoiced costs. There was no auditing or drilling down into the detail and accounts were presented by carrier invoice date rather than transaction date. An understanding of the company’s carbon footprint in the face of future carbon tax legislation.

LINPAC had realised that to maintain and grow their market share and increase profitability, fundamental changes needed to be made to their transport management. Their operation included two main distribution centres, a dedicated vehicle fleet and five satellite depots in the UK, all with their own staff, stock and vehicles. Although able to provide a high level of service, systems weren’t always efficient or flexible, with equipment quite often in the wrong place to react quickly to client needs.

Prior to working with 3T, Swantex operated their own fleet of vehicles and used 3rd party logistics companies to deliver their products. However, when the time came to look at renewing the fleet, the company decided to consider all the options available to ensure that they were running an efficient, cost-effective transport system. Despite rising transport costs, they were also committed to maintaining the highest levels of customer service. Having evaluated all the different solutions available to them, Swantex took the decision to switch to a fully outsourced solution.

Retail buying patterns are changing. Consumers with very high expectations are using numerous methods to shop, order, and procure everyday items. Ashley Furniture felt those changes and realized it needed to react to the marketplace. This included paying close attention to what the company needed to manufacture - and where it needed to be distributed from to be cost-effective - while hitting its customer service objectives. Ashley Furniture realized that with thousands of time-critical loads per month, the potential for missed deliveries could directly impact the customer experience. Like many manufacturers, Ashley Furniture does not manufacture all items in the same area or region, so balancing inventory within regions is critical. Near real-time identification and prioritization of product transfers across Ashley’s network is paramount to servicing customers in a given region. The company also maintains its own fleet operations and divides its freight spend between the fleet and common carriers. In a capacity-constrained marketplace, Ashley Furniture’s fleet was identified as a competitive differentiator to be leveraged - both for ensuring consistent customer deliveries, as well as picking up numerous third-party backhauls. The company handled all payment terms via manual processes and recognized the liability of limited auditing capabilities. Ashley Furniture established a list of goals for a new transportation management system: Track and trace for all aspects of freight moves, Visibility for all supply chain partners, Automate transportation-related processes based on best practices, Deploy a scalable solution to handle multiple aspects of transportation.

Asiana Airlines needed a streamlined process for handling data and ensuring compliance with regulatory requirements to avoid delays and penalties. The airline faced challenges in ensuring compliance with country-specific regulations for electronic customs and security clearance, monitoring compliance with the EU-wide Import Control System (ICS), and avoiding costly shipment delays and fines.

Broekman Logistics faced the challenge of introducing a flexible supply chain management platform that could provide transparency across their entire logistics operation. They needed a system that allowed seamless inspection of goods and a direct connection to customs authorities. The company also had to manage the transshipment of a wide range of goods in public warehouses, ensuring that all incoming goods were correctly classified and managed based on their product characteristics and risks. Additionally, they required a solution for the administration of multi-mode transport by plane, train, motor vehicle, and ship, including storage. Another significant challenge was the easy sharing of data and documents throughout the supply chain despite different systems and formats.

Converse to the company’s United States operating entity, CHEP Canada is responsible for paying the freight for 80 percent of all of its assets that are returning to their internal supply chain, 35 percent of issues to customers, and 100 percent of assets being transferred between plants. The previous process was manually managed through the use of spreadsheets generated from their ERP System. The company needed to properly complement their ERP System with an efficient TMS, while automating processes via BluJay’s Logistics as a Service (LaaS) team. CHEP Canada was also looking to gain enterprise visibility through standard KPI reporting formats and standardized general business practices. Leveraging BluJay's Logistics as a Service was seen as essential to keep moving the business forward to meet the marketplace’s ever-changing and dynamic demands.

Initially, Chiquita needed to consolidate three disparate legacy systems into centralized transportation command and control. Sourcing both strategically and for specific lanes was time-consuming and didn’t leverage the large annual transportation spend. They also wanted to maximize the use of the Chiquita-owned containers. With the acquisition of Fresh Express, Chiquita faced a series of issues relative to their TMS implementation. First, Fresh Express had a legacy-installed TMS package. Chiquita and Fresh Express needed to be converted to the BluJay Transportation Management solution. At the same time, Chiquita decided to re-implement the entire company under one corporate structure. (Three corporate divisions had been implemented separately and as different companies with BluJay’s Transportation Management)

Contech needed to easily implement a robust transportation management system that provides good overall functionality, including ease of use, and excellent tender and freight payment visibility. They were looking to improve in the following areas: transportation was managed manually via spreadsheets, the freight accrual process was difficult, and freight audit and payment were split between Contech and a third-party freight payment service. Additionally, transportation data was limited to freight payment data.

Costcutter Supermarkets Group needed to replace a legacy application that was unreliable and not scalable for future growth. The company required increased functionality and the ability to interact with key suppliers using modern formats. The existing system was not capable of handling the growing demands and complexities of their supply chain, leading to inefficiencies and increased manual processing. This situation necessitated a robust, scalable solution that could integrate seamlessly with their trading partners and automate e-commerce processes.

Crane needed to create a single, scalable platform for freight forwarding that was transparent, flexible, and could be easily integrated with multiple third-party applications and partner networks. Multiple logistics and supply chain legacy systems were cumbersome and disjointed. Freight forwarding and logistics information was siloed and error-prone. Processes were inconsistent, inefficient, time-consuming, and costly. There was a lack of visibility across global partners and an inability to respond quickly to changing business dynamics.

In preparation for the move and to “custom-proof” the new warehouse, Forever Direct chose BluJay’s Customs Management solution. The software provider delivers all of the customs-related CMS software for the organization, so that all of the products are registered under customs rules. Forever Direct did not yet have the software for this. They had to set up a new customs warehouse for free transit to countries outside the European free zone. In February 2012, all interfaces were worked out and customs - in collaboration with Deloitte, BluJay and two external suppliers - granted all the permits to Forever Direct. These licenses were granted on the basis of the plans, as nothing yet existed. The new warehouse, for instance, required a Type E customs bonded warehouse license. In order to obtain this status, Forever Direct received all the necessary customs permits in 2013.

Heineken needed to transition to a flexible platform with a fully hosted and managed EDI service to remove the reliance on in-house solutions and resources. The company wanted to streamline the process for adding new partners and messages to make operations more efficient and reduce errors. Heineken’s goals for improvement included overcoming high annual license fees, increasing maintenance and support costs, the need for in-house expertise, and high overhead to maintain knowledge and make changes. Additionally, they aimed to extend the use of electronic trading to the wider supplier community and maximize electronic trading to streamline operations and become more efficient.

HP Hood needed to implement a unified transportation management process that covered the entire supply chain and could scale up easily to handle further additions to the business. They were facing the following challenges: Multiple acquisitions meant that there were multiple, disjointed transportation processes. The organization had grown rapidly in size from 1,500 employees to over 4,000 employees. Many supply chain processes were completely paper-based. There was a lack of collaboration between plants, customer service, carriers, and transportation departments.

As an international nongovernmental organization (NGO), humedica is financed by donations. Increasing movement of goods through third-party countries. Country-specific customs regulations and initiatives such as the Import Control System (ICS) make electronic customs processing increasingly complex and time-consuming. The organization had to comply with the various regulations on electronic customs processing in each country. The solution had to be modularly built and easy to learn — and it had to be adaptable to future requirements.

On January 1, 2013, the customs authorities at Frankfurt airport redefined the storage deposit location for the ATLAS AES Exit process. Deposits of goods were then allowed only within Frankfurt airport. The effect of this was that all carriers that had previously made their drop-offs for air freight export at nearby places outside the airport (such as Mörfelden, Kelsterbach, Raunheim, Rüsselsheim, and Flörsheim) had to come up with new logistics routes. Export processes and communication with customs were to be ensured round the clock.

JD Williams needed to implement a fully integrated supply chain execution solution to manage their growing dropship business. They were looking to improve in the following areas: Existing systems could not support their goal of increasing internet sales via drop shipping and expanding the range of products available. Limited visibility into transactions caused issues such as claims risks and goods not received. Needed better visibility to improve customer service and drive down unnecessary returns. Their system was not totally automated, which allowed time lost on having to print documents.

Kichler Lighting, a leading decorative lighting design company, faced significant operational challenges due to rapid growth. The company needed to increase capacity within its existing facilities and lower distribution costs. The shift in order characteristics was driving more shipments via parcel, pushing total fulfillment capacity to the limit and exceeding the company's ability to manually process parcel shipments. The company sought an enterprise-wide solution to support its growth plans and create a more efficient distribution environment.

Mothercare offers its customers a multi-channel shopping environment through its network of retail stores, catalogues, and the internet. It operates through three main store formats in the UK – parenting centres located on out-of-town retail parks, traditional high street stores, and ‘shops in shops,’ where one retail outlet jointly hosts both brands. The company has ambitious plans to grow its business internationally with over 600 overseas stores already, stretching from South Africa to Russia and Australia. The company announced in September 2010 its plans to open 200 Mothercare stores in India. Much of this growth has been achieved by entering into joint ventures and franchise arrangements according to what best suits the local market, and this model is expected to continue indefinitely. As you would expect of an international retailer, Mothercare sources its products internationally and additionally works in partnership with a dedicated network of manufacturers to custom develop products to its own specific requirements. Stocking items from booties for premature babies to outdoor play areas, Mothercare deals with suppliers ranging in size from sole traders and small boutiques who have sometimes not traded electronically before, up to large multinationals running sophisticated systems and technologies. The result is a complex global supply chain that must adapt to deal with vastly differing regional requirements at all stages of the trading cycle.

Although Matthews International is a 160-year-old company with a mature supply chain, transportation operations were extremely manual. All carrier invoicing required paper tracking of transportation costs and time-consuming paper processes. When their average days to pay would climb, higher premiums were paid, driving costs above average. With little visibility into transportation, Matthews struggled to maintain a master database with lane-specific details, which reduced the opportunity to bid their freight and control the tendering process. Matthews International’s core network of carriers was very slim, relying primarily on a small set of regional carriers and brokers to carry their freight. As processes were manual with few carrier options, the company had difficulty maintaining consistency in accessorials and associated charges from the carrier community. Matthews also maintained a small private fleet that handled their freight, but making the decision between internal and external resources was determined more by opinion than through data analysis. Matthews realized that with a very segmented and decentralized supply chain, their transportation operations would continue to be disjointed, leading to high costs and less effective use of their transportation network. Matthews International needed to select a transportation management system that could centralize control of transportation execution, bring all transportation onto a single instance platform for all users, and provide a scalable solution to handle new acquisitions, customers, and lanes.

National Instruments was seeking a solution to address and solve the following challenges: Needed an export management system that would integrate with Oracle ERP to streamline multiple steps involved in managing the international order fulfillment process. Essential processes such as invoicing and labeling were too manual and inefficient. Existing trade management solution did not offer real-time denied party screening.

Raben Group, a logistics service provider operating in multiple European countries, faced the challenge of managing a complex and growing transportation network. The company needed a scalable, multimodal transportation management solution that could integrate various business units and systems to provide visibility across the entire operation. Additionally, Raben required support for different languages, currencies, and time zones to improve logistics operations on an international scale. The company also aimed to operate on a hub-and-spoke basis to support complex planning processes.

Sargento’s existing Transportation Management System (TMS) solution was not able to meet operational requirements. Orders were planned into shipments without considering cost, service, or contractual commitments to carriers, and there was an inability to accurately allocate transportation costs at the order level. Sargento chose to implement a flexible, scalable multimodal transportation management system that would meet their operational needs today and in the future. Sargento established a list of goals for a transportation management system: Integrate with 30 carriers, Ship approximately 3,000 orders per month, Transport 24 million pounds of products on average per month, Integrate with existing supply chain software, and Straight-through processing of order data via EDI.

With a diverse range of products, Scotts & Co faced challenges in integrating its business units, managing inventory, and ensuring timely order dispatch. The company relied heavily on drop shipping, which accounted for around 70% of customer deliveries. However, the manual processes involved in trading with drop ship suppliers created inefficiencies and delays. The lack of real-time visibility into stock availability and order status led to customer dissatisfaction. Additionally, the rigidity of the fulfillment cycle limited the company's ability to use different carriers, increasing the risk of carrier volatility and reducing service diversity.

The company's initial challenges and opportunities included: • Continuing to develop the drop ship fulfillment model to extend the supplier base and the number of products offered rather than being limited to inventory that can be stocked in distribution centers. • Drop ship introduces reputational risk as fulfillment of orders is outside of Shop Direct’s control • Supply chain visibility is harder to achieve as stock is not physically in Shop Direct’s warehouses. Shop Direct established a list of goals for a transportation management system: • Maintain brand integrity • Enhance competitiveness • Flexibility to offer value-added services • Cost savings through collaboration • More detailed performance analysis • Inventory visibility at point of order

Volvo looked to design and deploy a new transportation management system (TMS) that could serve as the backbone of its vehicle distribution network by planning, optimizing, and tracking shipments of all finished vehicles from its four global factories to 2,300 dealerships worldwide. Volvo established a list of goals for a transportation management system: bring consistency and efficiency to time-consuming, costly business processes, increase visibility across global operations, and improve agility and the ability to respond quickly to changing business dynamics.