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Aibel, a leading service company in the upstream oil & gas industry, was tasked with the engineering, procurement, and construction of a 22,500 ton drilling platform for a global energy company called Equinor. The project was massive in scale and required collaboration from over 850 engineers from all over the world. The challenge was to manage this large-scale project across multiple international offices and deliver the platform on time and under budget. The scale of the project was such that it was unsupportable by most software.

Adani Transmission Limited, part of the Adani Group power and utilities conglomerate, is responsible for designing, engineering, constructing, operating, and maintaining electricity transmission networks across India. The company was tasked with a demanding project that involved the construction of hundreds of towers to carry transmission lines for an inter-state high voltage transmission line project from the new NTPC power plant in North Karanpura. The project required four different types of towers, each with unique detailing. The challenge was to work effectively across the whole design, manufacture, and construction process with no margin for error.

ChemSpec, Ltd., a specialty chemical distributor, was facing challenges in generating comprehensive reports quickly and easily. The company wanted to improve its operational efficiency and communication. Additionally, they were looking to upgrade their system without causing disruptions to their business operations.

Deeks & Company, a chemical distributor, was in need of an ERP solution provider with deep knowledge of the chemical distribution industry. They required a flexible solution that could address industry regulations, improve operational organization and efficiency, and gain better control of inventory levels.

Pariser Industries, Inc. was faced with the challenge of replacing their discontinued Sage PFW legacy system. The company was in need of a solution that would improve operational efficiency and provide visibility for better informed decision-making. The legacy system was not meeting the company's needs and was hindering their ability to operate efficiently and make data-driven decisions.

Fitz Chem Corporation was facing several challenges in their operations. The company was struggling with improving communication throughout the business, especially between their ERP and CRM systems. This lack of effective communication was leading to redundancies in work processes, which was inefficient and time-consuming. Additionally, the company was finding it difficult to effectively cultivate and manage their customer data. This was hindering their decision-making process and overall business efficiency.

Dowd and Guild Inc. faced several challenges in their operations. They needed access to real-time data from anywhere and at any time of the day or night. The company was maintaining multiple databases, which caused many issues. They also wanted to enhance their reporting capabilities to allow decision-makers the ability to find solutions with confidence. The lack of a unified database was causing inefficiencies and errors in their operations. The company needed a solution that would streamline their operations and improve their decision-making process.

Haviland Enterprises, Inc., one of the largest privately held chemical distribution companies in the U.S., was facing significant challenges with its existing AS/400-based ERP system. The system was not specific to the Chemical industry, and over the years, a number of modifications were made to make the software more usable for the company. However, this resulted in a system that was cumbersome and costly to maintain. Updates to the software required testing against custom code, making it cost-prohibitive. Additionally, the system lacked real-time data visibility. While the system did offer wireless capabilities, it was not fully integrated with the rest of the ERP system, leading to inaccuracies and wasted time in locating products and reconciling the two systems.

C & L Aqua Professionals, Inc. was using Peachtree Accounting for their software solution for 17 years. However, it was not industry-specific, forcing the company to re-key information and duplicate data into other software packages. This redundancy was a major challenge as it was inefficient and time-consuming. The company was in need of a software solution that was industry-specific and could eliminate these redundancies, allowing their staff to work more efficiently. They were looking for a software vendor that could offer a complete solution.

CAM2, a world-class automotive lubricants company, was in a critical phase of expanding its market reach. The company needed a software solution that could cater to its growing needs and help manage its operations across four locations in the United States and numerous distributors worldwide. The challenge was to find a software package that was specifically designed for lubricant and chemical companies and could provide an all-in-one solution, covering manufacturing, accounting, and sales management.

Tannin Corporation, a distributor-manufacturer for the leather industry, was in search of a comprehensive solution that could handle all aspects of their business operations. This included shipping, accounting, manufacturing, and receiving. They needed a system that could manage their entire business for chemical distribution and manufacturing, including batch tickets and real-time inventory control. The company has multiple locations across North America, including Canada and Mexico, and sales representatives all over the world. Therefore, they needed a solution that could standardize their business operations across all locations, ensuring that all employees have access to the same information.

Superior Oil Company, a distributor, manufacturer and waste recycler, was facing challenges with its inventory and customer data management across its multiple locations. The company was unable to view inventory or customer data from other locations, leading to constant calls to gather this information. Additionally, the company was using 9 different databases for each of its locations, leading to inefficiencies and inconsistencies in data management. The company was also facing issues with its financial reporting, taking up to 3 weeks to get financials with their previous system. They were also doing manual double entries for all of their accounting.

Brown Chemical Company Inc. was founded in 1936 with only 4 employees. By 1980, Brown had grown to 15 employees with a significant number of products and customers. The demands for their products and services were outpacing their ability to perform. They needed a way to do more with existing resources. Many of their internal processes were labor-intensive and they needed the ability to streamline work processes and satisfy their growing base of customers.

Tilley Chemical was in search of a software solution that could seamlessly integrate their processes without causing major disruptions to their business operations. They had previously considered multiple vendors but had a long-standing relationship with Datacor, having purchased their Chempax software 15 years prior. The company needed a solution that would not only upgrade their existing software but also provide them with long-term support and an understanding of the specific needs of the chemical industry.

Whitaker Oil operates a complex enterprise with multiple companies and multiple facilities. The company was in need of a business software solution that could help them manage and measure profitability at the transaction level. The solution needed to be specifically designed for the chemical industry, capable of handling complex batching and blending, inventory management, purchasing, safety, price management, order entry, invoicing, and financial statements.

Heatbath Corporation, a leader in metal finishing and heat treating salts technologies, was seeking new capabilities to enhance their business efficiency. They needed a solution that could track products from their inception to their end for ISO compliance. Additionally, they required up-to-date cost and product information on a customer level, which would enable them to quickly adjust to inflationary and competitive pressures.

Lintech International, a company serving the Chemical Distribution market, was struggling with an outdated software solution that was not meeting their needs efficiently. They needed the ability to email order confirmations and invoices to their customers in a timely manner. The company was using two separate systems to support their sales representatives (CRM) and accounting staff, which was slowing down communication and required dual maintenance.

Zeller + Gmelin Corporation, a leading international manufacturer of UV high-quality specialty printing inks for the graphics industry, had outgrown its SNAP process manufacturing software and was looking for a replacement solution that was robust, flexible and would allow a smooth changeover. In addition, Zeller + Gmelin needed a way to provide remote access from its nine branch locations to link the entire enterprise for a more efficient operation.

Bulk Chemicals, Inc. (BCI) was experiencing rapid growth and needed a business management solution that could integrate its various departments into a single, cohesive operating unit. The company was previously using custom software with individual modules that operated separately, leading to inefficiencies as the same data was handled multiple times. BCI needed a solution that would streamline information between departments such as customer service, accounting, inventory, manufacturing, quality control, and research and development.

The Biological Computation group at Microsoft Research in Cambridge faced the challenge of developing an integrated platform for programming biological systems more effectively. The goal was to improve all phases of the Design, Build, Test, Learn (DBTL) workflow typically used in Synthetic Biology. The main bottleneck was the physical build and test stages in the laboratory, which required a rapid and flexible method for programming the laboratory hardware. The challenge was to accelerate the DBTL cycle without compromising on experimental flexibility, and to generate sufficient breadth of data through complex experimental designs executed in a reproducible manner.

The University of Melbourne faced significant challenges in providing an immersive molecular biology experience without a lab. The existing course on Advanced Molecular Biology Techniques had become stale and unengaging, leading to low student interest. Additionally, there was a lack of user-friendly tools for students to learn and apply synthetic biology effectively. Teaching the course and its techniques to all students in a semester was also a logistical challenge.

Arzeda needed a more efficient and less error-prone method to construct plasmids for producing designer proteins. The existing process was slow, resource-intensive, and prone to errors. The company faced a choice: either hire additional personnel to develop a new solution from scratch or integrate proven technologies from trusted vendors into a seamless, high-throughput DNA assembly platform.

Full traceability of all processes and products is critical to success in any business. A modern traceability solution is necessary to ensure reliable error analysis, rapid shutdown of vulnerabilities, and higher quality. The solution must consider all supply and value chains and support the connection of machinery and equipment seamlessly. A medium-sized automotive supplier struggled to integrate a suitable traceability solution for their shop floor. After a year of changes, configurations, and patches, the MES still did not work properly, and employees complained about poor usability. The management then consulted FORCAM.

In the United States, roughly one in 20 patients admitted to a hospital develops an infection, with surgical site infections being the most common. These infections account for more than 30 percent of occurrences, leading to illness, prolonged hospitalization, and even death. The total cost of hospital-acquired infections is estimated at $10 billion per year. Surgeons at the University of Iowa Hospitals and Clinics wanted to know when patients were susceptible to surgical infections to make critical treatment decisions in the operating room. Dr. John Cromwell believed that predictive analytics could prevent a high percentage of surgical site infections and decrease healthcare costs. However, the division’s desktop analytics environment could not handle large distributed data volumes, posing a major roadblock.

While the introduction of high-throughput techniques and lab automation helped to save a lot of time and manual effort to screen compounds, organizations lacked an easy to handle tool to perform accurate analyses that didn’t require a highly skilled analyst. Moreover, to cope with the tremendous amount of data, the scientists used to evaluate results on a per batch basis, skipping over information from the entire dataset thus missing opportunities to make better decisions. A large volume of complex data has to be assessed throughout the workflow to achieve the goal of delivering high-quality compounds. When the assay is developed and optimized it’s not only the activity or inactivity of a given target that has to be considered, batch size, reagent preparation, temperature, and signal stability need to be evaluated for a robust assay. Moreover, the quality of the screening campaign needs to be supervised to eradicate systematic errors, and hits have to be carefully selected to minimize false positives and false negatives in order to concentrate on the most promising candidates and make the most out of the available resources. Many data evaluation applications have difficulty dealing with the sheer volume of data, let alone handling the data’s multivariate and multiparametric nature.

The result of these funding trends was that QHC no longer received a predictable amount of money from the government. Sixty percent of its funding is now based on demographics, referral patterns, and outcomes. While this is a positive step towards improving patient care, it requires the organization to identify opportunities that align with this new model. Initial estimates called for the company to find $10 million in savings from its $160 million budget. To meet these needs, QHC used TIBCO to build a data warehouse and deliver analytics via a user-friendly portal. More than 300 people throughout the organization, from nurses to executives, rely on this tool to measure fundamental processes and analyze critical patient data trends. TIBCO technology has helped the company measurably improve operations, meet financial requirements, and increase favorable outcomes in patient care.

The airline industry has evolved significantly, shifting from traditional sales agents and ticket offices to online and mobile platforms. Air France and KLM, after merging, faced the challenge of integrating multiple reservation systems, legacy systems, and commercial off-the-shelf systems. They needed an integration platform to connect these diverse systems, ensuring seamless service to passengers 24/7. The integration had to be fast, cost-effective, and future-proof to support new functionalities and personalized services.

The shipping industry is facing increased competition, shifting alliances, and growing customer demands for better insights and faster decision-making. Carriers are struggling to keep up with backend technology advancements and are unable to leverage big data analytics effectively. This results in higher operational costs, such as terminal handling fees and bunker costs, which hinder customer satisfaction. CargoSmart aimed to provide ocean carriers with advanced analytics for better visibility and real-time decision-making to address these challenges.

The primary goal of Con-way’s integration strategy was to provide the core business with real-time analytics and automated decision-making. The risk in their business was not having real-time visibility, which could lead to inefficiencies such as running empty trucks, resulting in no revenue but only cost. They needed to optimize drivers, trailers, routes, and miles traveled continuously as conditions changed. Additionally, during major weather events, they needed to ensure critical shipments were delivered and have real-time information on truck locations and available routes. Business continuity and real-time information were critical for their operations.

Over the last decade, the energy market in the Netherlands has undergone significant changes. Consumers gained the right to switch suppliers, the government unbundled retail from power generation functions, and Essent was acquired by RWE. Additionally, Essent expanded its services to the broader European market. The company faced the challenge of adapting quickly to customer needs to stay competitive. Legacy systems and the inability to adapt were major inhibitors. Essent needed fast performance and decoupled systems for optimal flexibility to meet these evolving demands.