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Seville Farms, a horticulture wholesaler, was using a combination of QuickBooks and specialized software designed for the plant-growing industry. However, the financial software was extremely limited and difficult to customize. The system would also shut down unexpectedly, causing some accounts to get out-of-balance. After migrating to a new sales inventory software, they needed a financial management product that could integrate with the new software. One of the critical requirements was the ability to handle 52 periods, as the industry is driven by the week.

Target Enterprises had been using Microsoft Dynamics SL for all of its accounting since 1995. Over the years, the vendor identification system in Microsoft Dynamics SL became disorganized and hard to use. The original set-up became cluttered as more elements were added, making it difficult to find the vendor number needed to write a check. The system was not interconnected, making the process of finding AP info for a specific company time-consuming and cumbersome. The company needed a more streamlined and interconnected financial data management system.

Youngevity, a health and nutritional products distributor, was facing challenges in automating its accounting and distribution processes. With over 400 products, thousands of orders per day, and over 100,000 customers, the company needed a robust system to manage its operations. The company had six warehouses located around the world and required a system to deliver a centralized view of several product lines. Prior to Acumatica, Youngevity was using QuickBooks for financial management and an Access database for inventory. However, these systems were not providing a consolidation solution, out-of-the-box inventory management, multiple currencies, nor APIs to connect to Youngevity’s Genealogy System that manages client orders and relationships.

Ergoresearch Ltd., a leading manufacturer of intelligent, custom-fit foot orthotics and other non-invasive, non-toxic biomechanical devices and software, was grappling with multiple accounting systems, databases, and operating systems due to its rapid growth. The company's existing on-premise ERP system and later an open-source web-based ERP were not sophisticated enough to handle the company's growth. They lacked the level of ongoing development and support needed for continued growth. Ergoresearch needed a single, unique ERP solution that was flexible enough to allow their technology developers to link the software with the custom software they already had. In addition, the ERP needed to be compliant with International Financial Reporting Standards (IFRS).

AME Corporation is a mid-sized company that specializes in custom rubber and plastic components and sealing solutions. The company has operations in New Jersey, US, and Shanghai, China. Like many companies with a global presence, it wanted to move all its business processes to the cloud, so that any of its 20 staff from around the world could easily access information and collaborate. AME had already implemented Acumatica’s Distribution and Financial Management suites on version 2.2 in 2011. However, the company stored a large amount of its business documents on Box, an online content sharing platform. AME staff had to access Box and Acumatica separately, which was not efficient.

Toffeln, a UK-based company that designs, produces, and distributes ergonomic footwear for hygienic environments, was facing challenges with its data management systems as it expanded. The company was using Sage Accounting, Sage ACT for CRM, and Orderwise for managing stock and order processing. However, the lack of connection between these systems was causing problems, particularly when sales personnel could not easily access customer records. As Toffeln's sales grew by about 12 to 13 percent each year, the company realized that it had outgrown its existing systems and needed a more integrated solution.

EOS Group, a company that sells and services medical equipment solutions to hospitals and doctor’s offices, was outgrowing their aging ERP system of nearly 17 years. As EOS’ business had grown, so had the number of creative exceptions they made for customers. These were more than their accounting solution, SBT Accounting, could handle. Forced to use Excel for some processes, the company’s workflow was becoming cumbersome and inefficient. EOS also needed their ERP system to be flexible enough to adapt to the complex tax issues unique to Ecuador.

Lockwood Products Inc., the inventor of the modular coolant hose known as Loc-Line, was facing challenges in managing its growing business with two disconnected financial systems. The company was using QuickBooks Enterprise for financials and an add-on product called Activate for inventory and order entry. The process of jumping back and forth between the two systems was becoming increasingly frustrating. Additionally, accessing data and creating reports was a complex task as it involved exporting data to spreadsheets, writing inquiries in the SQL database management console that was part of Activate, and creating reports using Crystal Reports.

ProPharma Distribution, a pharmaceutical distributor, was facing challenges with their existing system, Microsoft Dynamics GP and CRM. The system was complex and the different elements did not communicate with each other, leading to high labor costs for manual change management. They also faced issues with eConnect, which was added to pass orders from Dynamics CRM to GP to the warehouse. The company also had to manually track every medication for FDA Pedigree compliance, a complex and error-prone process. The legacy system eventually crashed due to a power surge, leading to data corruption and a complete shutdown of the company's operations.

OneMed Healthcare, a leading medical supply and equipment provider in Indonesia, was facing challenges with its homegrown ERP system. The system was initially designed to support a small company, but as OneMed grew from five to 15 offices, the program began to break down. The software couldn’t handle concurrent use by more than 150 users, security wasn’t good, and the program was limited. The program often crashed, and the company had to restart the server every two hours. On a bad day, the system was down for two to three hours. On a good day, it might be down for one to two. The home-grown ERP also didn’t have the functionality One Med needed. For example, to get a financial snapshot or reports, the company had to pay the developer, which was costly. It also took a few days to get the reports. The system didn’t have dashboards and was complicated and convoluted. In addition, while it offered basic accounting functions, it didn’t have a sales order process, just invoicing. The software also lacked the ability to assign access levels, so everyone could see sensitive financial information.

Firewire Surfboards, an eco-friendly surfboard designer and producer, was using a low-cost ERP called Greentree Business Software for basic transaction processing and as a company database. However, as the company grew, it became apparent that they needed a more robust system. The finance team lacked visibility into the firm’s European distribution entity and the finances of the company’s weekly production operations. The sales team also could not readily access data on specific retailers to learn which surfboards were selling and which weren’t. The company’s Australian distribution arm was growing extremely frustrated as they experienced multiple computer crashes when logging in since the product was hosted on-premises in the U.S. office.

OFSi, a field service company for the oil and gas industry, acquired the pipe services assets of Scotland’s ITS Tubular Services Holdings Limited, inheriting an aging accounting system, Sage MAS 90. The system did not provide basic accounting functions and the inventory system was not integrated with the accounting system. There was no way to track sales orders because most customers were invoiced after a sale was complete. Inventory levels were tracked based on what appeared to be in the yard. OFSi initiated a project in 2014 to upgrade the accounting system from MAS 90 to Sage 100. However, as OFSi grew, acquiring several companies, incorporating the new business units into Sage 100 was difficult due to problems with the software. OFSi couldn’t effectively do business without a primary system of accounting, and the need for a modern, integrated ERP became obvious.

Tayse Rugs, a rapidly growing company that supplies machine-made rugs to big box merchants and e-commerce companies, was facing operational challenges due to its increasing order volume. The company was using QuickBooks’ Enterprise software, which was not scalable enough to handle the growth from 100 orders a day to 1,000’s per day. The company was also looking to improve its e-commerce operations and streamline Electronic Data Interchange (EDI) with its many customers, each having its own unique EDI requirements. As the company expanded into new product areas and added additional customers, managing these unique requirements was becoming increasingly complex.

Curran Young Construction, a General Contractor firm, was looking to build a modern, innovative company that could quickly scale and support operations without needing constant upgrades or huge investments in technology infrastructure. They wanted to provide excellent customer service and needed modern and mobile tools that could give them a competitive edge. They also wanted a financial package that could integrate well with Procore Construction Management Software and other specialized applications. The software needed to have customized reporting, to distribute information to different levels of the organization and it needed to be intuitive, as they were not accountants.

Boulder Creek Stone, a family-owned manufacturer of stone and thin brick veneer, was operating its business using a combination of systems. Sage was used for inventory, sales order processing and accounts receivable, while Microsoft Dynamics handled the General Ledger, payroll and accounts payable functions. Data migration was done manually using Excel spreadsheets and Crystal Reports provided some business reporting. The company found it difficult to track the different lines of business efficiently and deep dives into company data to spot trends or operational deficiencies were nonexistent. The staff wasted a lot of time checking for double entries, verifying accuracy among multiple paper documents and reconciling them when questions arose. Operating with “laymen’s IT”, even small customizations were difficult in Sage, which meant Boulder Creek had to spend thousands of dollars in IT consulting fees when it wanted to customize Sage to conform to the way the company did business.

Ahlsell, a leading trading company in plumbing, heating, and electrical supplies, faced several challenges as it sought to expand its business. The company's aggressive growth strategy involved acquiring local businesses in strategic geographies and product segments. Each acquisition brought new business practices and established IT solutions, making it difficult to achieve synergies. Ahlsell also struggled with creating uniform business processes across different countries and customer types. The company lacked integration between sales, order processing, purchasing, logistics, invoicing, and distribution. Additionally, Ahlsell had to manage an extremely broad product assortment, which was becoming increasingly complex as the company expanded. The company needed a solution that could support its growth, streamline its operations, and provide transparency across its sales and supply chain.

Albert Heijn, the largest company in the Royal Ahold group and the grocery retail market leader in the Netherlands, needed to find a new supply chain solution to adapt more quickly to changing consumer behavior. The legacy software they were using was not up to the task of meeting the new requirements. The company was looking for a solution that could handle warehouse management, route management, quality control, and real-time mobile solutions for handheld and truck-mounted RF devices with scanners and voice interaction.

Before the implementation of the Respond solution, AXA Insurance was struggling to meet internal service levels. The company was also facing difficulties in capturing complaints and feedback from various parts of the organisation. This was a significant challenge as it hindered the company's ability to effectively manage and respond to customer feedback, which is crucial in the insurance industry where customer satisfaction can significantly impact the company's reputation and bottom line.

Berner Foods, a leading supplier of quality food products, was facing several challenges. The company lacked complete information from the shop floor, which prevented them from identifying and addressing root causes of inefficiencies. They were also struggling with capacity constraints, as they were unable to determine the root causes of production inefficiency and capacity constraints. This lack of visibility was restricting their capacity and business growth. Additionally, production personnel were spending hundreds of man-hours every week filling out dozens of forms. Supervisors alone were spending between two and four hours every day on paperwork.

CARF, an independent, nonprofit accreditation organization, was facing a growing demand for its services. The accreditation process was complex and demanding, requiring a significant amount of time, labor, and data collection. The process was also very paper-driven, which added to the complexity and inefficiency. The organization needed a solution that could streamline the accreditation process, improve communication among staff, customers, and surveyors, and manage the growing demand for its services.

Hammond Group, a global specialty chemical company, had been using Ross ERP since 2006. Over time, they had extensively modified the system to accommodate their unique business needs. However, maintaining these customizations became a difficult and expensive task, preventing them from taking advantage of key Ross updates and new features like data collection, quality control, TraceExpress, or Enterprise Viewer. When Hammond learned that Ross had developed a simplified installation process, they decided it was the ideal time to move to the latest version of Ross ERP and eliminate a good deal of their custom programming.

Illes Seasonings and Flavors is a third-generation family-owned company that focuses on developing and producing seasonings and flavors. To position itself for growth as a low-cost provider, the company needed a technology partner that knew Its business and wouldn't break the bank. The company was in need of a solution that could manage finances and develop KPIs so that managers could see data in real time, and make decisions based on knowing the details instead of general observations and historical data.

Manufacturer & Business Association was faced with the challenge of upgrading a 14-year-old association management system within a tight six-month deadline. The goals of this project were directly tied to the association's future business, membership, and digital communications initiatives. The association aimed to not only survive but grow in an increasingly challenging and changing economic environment. The challenge was to update the old system to better service more than 4,500 member companies nationwide.

The Manufacturers Association of Central New York (MACNY) had been using the same association management system for 10 years, but it didn't provide the modern features and functionality they needed. The system was also missing key member relationship and new member development functionality, including web capabilities to process online dues, events transactions, and sell MACNY professional services.

NorgesGruppen, a privately held grocery retailer, aimed to expand its business into a position as market leader in wholesale and retail in Norway. The company faced several challenges including high costs for growing business volumes, limitations in capacity and quality that drove the need to redesign the supply chain, inadequate systems for future state, and new product categories adding new requirements. The company was formed by acquiring several regional retail and wholesale companies. The new group structure includes common corporate-level functions for purchasing and logistics, but also continued operation of regional companies with full profit-and-loss responsibility for sales and operations. With this followed internal sales and purchasing transactions that needed to be automated as far as possible. At the same time, NorgesGruppen wanted to create a single face to all customers and stores with access to the same services and assortment.

Stryker Osteosynthesis, a provider of reconstructive, trauma and spinal products in the medical technology industry, was facing challenges in managing its supply chain. The company was struggling with high expectations from customers requiring 24/7 service levels on practically all product offerings, volatility in demand, aligning supply to demand in an ever-changing supply chain, and ensuring suppliers have timely visibility of requirements. The company was also facing issues with inventory quality and delays in product availability. Without strong supply chain visibility, Stryker was unable to optimize its operational effectiveness and efficiencies. The company was experiencing the bullwhip effect, which stems from incorrect forecasts and created additional supply chain challenges. Stryker’s operational efficiency suffered from inconsistent inbound/outbound performance and manufacturing loads, hindering the company’s ability to operate a stable, uniform-capacity load required for optimized process efficiencies.

The world's fifth largest software Infrastructure company is serious about customer service and relies on Knova knowledge management to help keep customers happy. Their innovative use of social media enhances support by adding proactive and interactive customer contact opportunities. Providing an excellent customer experience is considered a minimum requirement for successful operations. The company wanted to harness available resources and technologies to raise the service to a whole new level.

Audatex, a global leader in database development and implementation of software and services for the automobile and insurance claims processing industry, was facing challenges with their existing knowledge management (KM) systems and structure. Their homegrown systems were not upgradable, were beginning to show their age and lacked reporting. The existing solution did not support Knowledge-Centered Support (KCS) principles and was, in fact, simply a repository – not a true KM system. There was no knowledge manager, no KM infrastructure, no consistent content structure or review process, and company information and knowledge were not under centralized management. These issues were hampering their efforts to provide superior customer service.

Bank of Hawaii, a financial institution with more than 70 locations across Hawaii, West Pacific and American Samoa, started exploring ways to reduce energy use in 2011. The bank's management was focused on driving value and maximizing the use of its environment, which included identifying savings opportunities. When energy prices spiked, the bank earnestly sought ways to cut back. They began making changes across the board to reduce energy usage, starting with facilities and operations adjustments, such as lighting and air conditioning upgrades. Then, Bank of Hawaii began evaluating IT energy management tools. However, a trial run of an initial IT energy management tool failed due to issues with the software, making the IT team skeptical about the investment.

Building and maintaining solid member relationships, technological innovation, and exceptional service have long been the core of BlueShore Financial’s success. In the competitive, rapidly changing financial services industry, BlueShore Financial needed to improve its understanding of each member and expand the value of every relationship. BlueShore Financial needed to better match up services to members in order to improve customer retention, increase profitability, and provide superior service in an increasingly competitive environment.