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A Global 50 Consumer Packaged Goods (CPG) company was facing significant challenges with its North American truck shipments, averaging 25,000 per month. The company lacked a system for real-time monitoring of inventory in-transit, leaving operation team members in the dark about real-time disruptions and unable to prevent or mitigate late or non-delivery for their customers. The company's new strategic cross-docking network was underperforming due to inaccurate inbound Estimated Time of Arrivals (ETAs), which reduced the number of goods that could be cross-docked. The company's Transportation Management System (TMS) and Enterprise Resource Planning (ERP) systems were not receiving real-time information and rarely received shipment plan updates. Consequently, the company had to employ hundreds of people to manually update ETAs by making check calls to carriers, drivers, and customers. This manual process was not only time-consuming and error-prone but also latent, with disruption reports often received well after they occurred.

A leading global CPG company faced challenges in their European sector due to on-time delivery complications for shipments that crossed multiple land and sea borders. The company needed to plan heavily around the estimated time of arrival (ETA) of raw goods at their production facilities, which were limited on space. Receiving goods just-in-time for production was essential to minimize stock levels and avoid delays in production schedules. Therefore, they required a solution that would provide greater visibility and accurate ETAs to ensure timely receipt of materials.

A large Consumer Packaged Goods (CPG) company needed end-to-end supply chain visibility with an emphasis on timeliness. Their current visibility was limited to the day of delivery and lacked precise and accurate time of arrivals, causing numerous operational inefficiencies. The company had previously invested in traditional solutions, such as warehouse and transportation management systems, and spent millions of dollars working with several consulting and technology providers who didn’t deliver the results or solutions they needed. Ultimately, they were left relying on drivers to provide estimated time of arrivals (ETA) and employees to manually update statuses.

One of the world’s leading biotechnology companies, focusing on developing therapies for multiple sclerosis, hemophilia, and other autoimmune disorders, needed true end-to-end supply chain visibility. This pharmaceutical company ships their therapies around the world, often through high-risk areas to reach their patients. With individual shipments worth 20-30 million dollars, supply chain performance and visibility are of utmost importance. Despite this, they did not know the current routes taken between origin and destination sites and, consequently, they were unaware of specific areas of risk or loss. As a result, this company needed better insight into the actual performance of their supply chain to optimize route performance and identify areas of risk for securing their goods from theft.