X

Retailers, particularly grocery chains, face a significant challenge when a major storm is announced. They must ensure their shelves are stocked to meet the community's preparedness needs, while also ensuring they can reopen quickly post-storm. Food Lion, a grocery chain, aims to reopen its doors within 24 hours of a storm impact. Retail Business Services, the services company for six major East Coast grocery brands in the United States, including Food Lion, had to devise a plan to achieve this 24-hour goal. The challenge was to have clear weather intelligence and a proactive emergency plan in place. The plan needed to include which stores may need generators and which associates in the areas surrounding the impact zones can be called upon to help reopen stores.

The Ceramic Factory - Botevgrad, a leading supplier of construction materials in Bulgaria, was experiencing growth in line with the booming construction industry in the country. With this growth, the company faced the challenge of visualizing its manufacturing processes, particularly those involving its furnaces and the transportation line for the produced bricks. The company also needed to monitor and report on these processes to manage downtime and increase productivity. As the business expanded, the company realized the need for robust, premium solutions to meet its visualization, control, and reporting needs. The solution had to integrate with the company's existing VIPA PLCs, approximately 150 I/O points, and KEP OPC Server for Siemens PLCs. It also needed to work with the company's Microsoft Access database and its desktops and servers running Microsoft Windows XP Professional.

The Check Clearing for the 21st Century Act became U.S. law in 2004 so banks could process more checks electronically. Before this act, banks had to physically transport paper checks from where they were deposited to the bank that paid them. Now, instead, banks can process checks faster and more efficiently using digital images. BOK Financial saw this as a business opportunity to gain efficiency. However, the process of integrating the digital check processing system was complex due to the numerous back-end operational systems involved in depositing, validating, and handling errors and closed accounts.

The Department of the Treasury of the Commonwealth of Puerto Rico has three main applications for the collection and management of taxes: ARBITRIOS for the calculation of taxes, PRITAS for the management of corporate taxes and REFO for processing individual taxes. The challenge is to provide a single view of the taxpayer through a Web portal that integrates data from all three main systems. The Treasury Department was looking for the tools to carry out an application integration, which would allow the agency to have a single view of the taxpayer through a Web portal. This new integration platform was also needed to provide higher efficiency in managing department records. The solution would have to maintain and improve existing investments, re-using the Natural and COBOL application code. The solution also would need to support a technological evolution—rather than a revolution that would completely alter existing IT assets.

To keep ahead in the fast-moving fashion industry, Bossini wanted to have better visibility into its business and operational processes by synchronizing real-time data across multiple orders, shipments and stock-keeping units (SKUs). However, the data resided in a number of systems, from point-of-sale (POS) solutions to Bossini’s warehouse management inventory. In order to achieve its goals, Bossini had to integrate a series of platforms including the old and new versions of its Oracle application and the company’s legacy platform. During the transition from legacy system to SOA, the company’s different platforms had to be integrated. Other applications like the company’s new POS system had to be connected not only to its new Warehouse Management System (WMS), but also to the old POS because the company was still in the midst of systems migration.

Water leaks, poor metering, and tampering of water supplies are leading to wastage and shortages worldwide. In Australia, one of the world’s driest countries, every drop matters even more. The Goldfields pipeline, a 600-kilometer pipeline that sends water from Perth to 100,000 people around Western Australia, is suffering from endemic leaks and burst pipelines. The World Bank estimates that more than 126 million cubic meters of water is lost each year globally—at a cost of over $40 billion. As a utility, if you cannot rein in leaks and control the flow, quality and reliability of your supplies, you are at risk of penalties, fines and—even worse—reputational damage leading to loss of business.

Zillow Group, the owner and operator of the largest online real-estate and home-related brands, was struggling to provide timely and accurate home valuations, known as Zestimates, for all new homes. The company's in-house machine-learning framework, which ran on-premise to process vertically scaling workloads, was unable to scale fast enough to meet the growing amount of data and the increasing complexity of machine-learning models for accurate Zestimates. The company specifically sought a distributed platform, which would enable the fast creation and execution of massively parallel machine-learning jobs. The existing technology was taking too long to compute Zestimates, sometimes more than a day, which meant that customers weren’t getting updated information fast enough.

Poste Italiane operates across many lines of business, including postal, banking, insurance and financial services. As a result, this diverse enterprise is subject to many different laws and regulations. The company is also widespread with 154,000 employees in 14,000 offices and 16 subsidiaries. This is why a traditional audit approach based on simple testing for each subsidiary or location simply wouldn’t work. As a diverse enterprise, Poste Italiane has to comply with a wide range of laws and regulations issued by the European Union, the Italian Parliament and other authorities. Because of these different regulations— combined with the company’s dispersed structure—Poste Italiane was unable to use a traditional audit procedure based on testing. Instead, Poste Italiane opted for an integrated and methodical approach focused on control design and system reliability.

Baker Hughes, a top-tier oilfield service company, wanted to optimize its Procure-to-Pay (P2P) process to improve invoice accuracy, minimize delivery delays, and reduce late payments. The company needed a world-class Business Process Management (BPM) solution to increase process agility, visibility, and control. The company was looking for a solution that could provide real-time metrics and alerts for process abnormalities, reduce invoice errors and payment delinquency rates, and save costs on every invoice.

Nestlé Waters, the world leader in bottled water, operates a factory in Vergèze, France, where it manufactures its iconic Perrier brand. The factory has 13 production lines and an installation comprising several hundred meters of pipes. To ensure the high quality of Perrier water, Nestlé Waters needed a clean-in-place (CIP) process that meets best-in-class standards. Traditional cleaning performed during a period of machine shutdown represented 20% of the working time of the facility and impacted operational efficiency. Nestlé Waters was looking for a solution that would help them win back some time for production while maintaining product quality and compliance with food safety regulations.

Yunzhibao Foodstuff Co., Ltd., a candy producer in China, was facing challenges due to the manual nature of its production and management processes. The company's operations lacked transparency, and data credibility was compromised due to the handover process between shifts. The company also heavily relied on individual workers, and the inability to capture and accumulate their knowledge and experience was a vulnerable point in Yunzhibao’s operations. The company needed to automate these processes, improve their standardization, and ensure product quality. They also needed to eliminate the 'black box' state of their operations and production, and make all product-related process knowledge transferable.

In today’s manufacturing facilities, there is a large mix of heterogeneous machines and control types, where signals must be collected, aggregated and evaluated. The solution to this common problem is a centralized system, which can seamlessly “plug and play” with any type of machine CNC controller or PLC. However, machine connection and integration capabilities are key differentiators when selecting the right MES technology provider. The experience level and readiness of the technology provider determines the time and costs required to successfully connect any machine. Standardized interfaces to all common machine controls, via direct plug-ins, must be created, otherwise the time required for connecting the machines, is unmanageable. In a pilot project initiated by an MES provider, a major German tool manufacturer determined that connections to some of their machines were very time-consuming, costly and in some cases not possible. Even after months of work, some challenging machine controls types remained unconnected. The MES provider lacked expertise and the necessary plug-ins.

Manufacturing processes in aerospace machine shops can be complicated and complex to plan. Finding out how much capacity is really needed for a part to be produced, and accurately planning the total throughput time for a range of components can be a headache for many manufacturers. Often, it can be difficult to do accurate part costing, as many cost centres are involved, and blended rates are used as there are is no exact data on machines and work stations in a process. Many aerospace companies have vast untapped potential for reducing costs by improving processes, reducing WIP and faster throughput times, but in most cases they have no tangible data to base cost saving improvements on. UK aerospace companies are notorious for their excellent technical knowledge and high quality products. But the manufacturing process itself is often far from efficient. The orders are there, the requirements are clear, but capacities are limited and many battle with considerable overload on the shop floor.

2B Living, a property management company based in San Carlos, California, was facing challenges in managing and scaling their business due to rapid growth and a dispersed workforce. The company oversees a diverse portfolio of over 200 multifamily properties and approximately 1,300 units throughout the Bay Area. Prior to implementing AppFolio Property Manager PLUS, the team relied heavily on traditional methods of data management such as paper and spreadsheets, and manually inputting information. This process was not only time-consuming but also prone to errors, making it difficult for the directors to effectively manage the business.

Artcraft Management, a property management company established in 1993, has been experiencing rapid growth since 2014, expanding from 2,000 units to over 6,000 units. The company manages a diverse portfolio of properties, including senior housing, community associations, high-end luxury, affordable and other residential units, primarily in Virginia. However, with their previous software solution, Yardi, they felt like just another customer and not prioritized. They had to pay for every additional service or feature, which was not conducive to their rapid growth. They were also struggling with inefficiencies in their workflows, having to manage multiple calendars and schedules on Google Drive, and their staff had to remember multiple passwords and logins.

Atrium Management Company, a property management organization for single-family and multifamily properties across Central Florida, has experienced rapid growth over the last several years. This growth was achieved through the acquisition of several property management companies, each with their own property management systems. This led to a challenge for Atrium, as they had to navigate multiple disparate and overly complex property management systems. The company needed a solution that could help them deliver exceptional experiences to their team members, residents, and owners, even as they were growing exponentially. The challenge was to find a platform that could centralize their operations and scale with their growth.

Bear Property Management, a company managing over 1,800 units of single-family, multifamily residential, commercial, and community associations, was facing a significant challenge in managing the influx of leads they received daily. The leasing agents were working longer hours, especially during the leasing season, and were overwhelmed with administrative tasks. The company was struggling to respond promptly to the leads, which was affecting their customer service and overall efficiency. The previous solution they were using, Jenark, was not able to effectively streamline these tasks and alleviate the workload of the leasing agents.

Berkshire Hathaway HomeServices Parks & Weisberg, Realtors, a family-owned business managing a diverse real estate portfolio, was struggling with the limitations of their existing property management system. The company had to use multiple systems and tools to manage different property types within their portfolio. These solutions were not only limited in their functionality but were also not user-friendly. This led to inefficiencies, wasted time, and communication breakdowns. The company was in dire need of a more robust, integrated system to streamline their operations and improve their efficiency.

BK Management, a property management company catering to student housing around Purdue University, was initially running its corporate accounting and property management accounting on two separate platforms. The company was using QuickBooks for corporate accounting and AppFolio for property management accounting. This lack of integration led to inefficiencies and workarounds as they had to run separate reports from both platforms and then attempt to consolidate the data. The process was clunky and time-consuming, preventing the company from achieving optimal efficiency in their operations.

Blue Key Property Management, a rapidly growing property management company based in Little Rock, Arkansas, was facing challenges with their previous software solution, Buildium. The team felt bogged down by inefficient processes and inconsistent data, issues that only seemed to worsen as the organization grew. The accounting system was particularly problematic, causing confusion and inefficiency for the team and their accountant. The company was in need of a more user-friendly, efficient, and reliable software solution that could help them manage their growing portfolio of single family and multifamily properties, streamline operations, and free up team bandwidth for more high-value work.

Byers & Harvey, a thriving property management business based in Clarksville, Tennessee, was facing a significant challenge. Their existing software solution was not propelling them forward but rather hindering them from reaching their full potential. The company needed a modern, easy-to-use property management software that would fuel growth in terms of efficiency and unit count. The software had to be mobile-friendly, as property management happens as much in the field as it does in the office. The company also required a software solution that would allow them to work more flexibly and efficiently, and that would provide reliable customer support.

Centana Property Management, a Montana-based company, manages a diverse portfolio of multifamily apartment complexes, single-family homes, and commercial properties. The company prides itself on being responsive and attentive to its customers' needs. However, managing a wide range of properties across different locations presented several challenges. These included maintaining clear and consistent communication with owners and renters, efficiently handling maintenance requests, and effectively marketing their properties to prospective renters. Additionally, the company was keen on making a lasting first impression on potential clients and providing modern experiences that renters and owners expect. The company also faced the challenge of training new hires on their property management software, which was crucial for the smooth running of their operations.

ConsensYs Property Management, a company with over 50 years of experience in investment property and community associations management, was facing significant challenges in their operations. Their primary issue was the lack of a software solution that was easy to implement and use. The company was spending a considerable amount of time and resources tracking down information for homeowners and manually entering data for reports. This inefficient process was not only time-consuming but also resource-intensive, hindering the company's ability to focus on strategic growth and customer service. The absence of a reliable and user-friendly software solution was a significant obstacle in their path to operational efficiency and growth.

Chelsea Busnardo, the owner and founder of Do Good Property Management, faced a significant challenge as her real estate portfolio and family grew. Managing a full-time job in addition to her properties became increasingly difficult. She wanted to start her own property management company to have more flexibility and freedom to pursue her passions, including spending more time with her kids and giving back to her community. However, she knew that her company would quickly outgrow managing just a handful of units. She needed a scalable solution that would not only help her manage her growing portfolio but also allow her to focus on more meaningful work.

Duckworth-Morris Real Estate, a Tuscaloosa, AL-based company with over a century of experience in real estate development and property and community association management, was facing a significant challenge. The company was struggling to manage its growing volume of management accounts, which was leading to an increase in staff hiring. The company was in dire need of a solution that would allow them to expand their business operations without the need for additional headcount. The challenge was to find a solution that could streamline their operations, improve efficiency, and support their growth trajectory without escalating their operational costs.

Elevation Real Estate and Management, a small team managing over 800 units of various property types across Northwest, was facing a significant challenge in efficiently handling maintenance requests. The team was unable to be present at all locations simultaneously, and the volume of requests from residents was overwhelming. The team needed a robust maintenance solution that could respond to residents' issues promptly, regardless of the time of day. The existing system was inefficient, requiring technicians to be on-site for troubleshooting and resulting in numerous after-hour calls.

Enclave Property Management, a vertically integrated development, construction, and property management company, was facing the challenge of managing over 4,500 units across multiple locations. The company needed to meet and exceed the expectations of its investors while managing new properties. The process involved development, construction, and property management, which required efficient processes and a motivated team. The company's president, Donna Smith, was looking for ways to improve operational efficiencies and meet their goals and objectives. The company also faced the challenge of managing delinquency levels across different properties and improving their collections while decreasing bad debt.

Hanes Properties, a family-owned property management company established in 1969, was facing significant challenges with their rent collection process. They were using Yardi, a property management software, but the rent week was still chaotic for all six of their property locations. Rent was collected manually and each property was handled separately, leading to a lack of transparency across properties. This resulted in hours of extra work and major organizational issues. Management had to spend a significant amount of time dealing with late rent checks and other related issues. Paper rent checks had to be manually collected and entered into the system, and then communicated back to the corporate office. On average, there were 7-12 notices for late rent payments per month.

Hela Management, a property management company established in 2012, manages over 800 single and multifamily units in the Detroit metro area and Southeast Michigan. The company aims to quadruple in size over the next 3-5 years. However, one of the significant challenges they faced was maximizing their employees' time. With a geographically diverse portfolio, their leasing team struggled to keep up with the inbound. The team's time was heavily consumed with scheduling, booking, and confirming showings across their properties, leading to missed leads and a negative impact on their bottom line. Their previous solution, Buildium, was not meeting the needs of their rapidly growing business.

HOA Assist, a financial services company for Homeowners Associations (HOAs), was founded by Daniel Stedman and Mitch Gassen to fill a gap in the market for self-managed community associations. They aimed to provide financial services and education to these associations, empowering them and fostering a sense of connection. However, they faced significant challenges with their existing software. It was difficult to use, lacked adequate support, and was inefficient, making it harder for them to meet their customers' needs and achieve their business goals. The software was not cloud-based, limiting its accessibility and functionality. The customer portal was also problematic, with feedback from clients indicating that it was hard to use. When they reached out for support, they often wouldn't hear back for weeks, leading to frustration and a pressing need for change.