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ODW Logistics, a full-service 3PL provider, was facing challenges with its transportation management system (TMS) which was built in the 1990s for a truckload business. The TMS was not able to support the company's goals to acquire new business and offer differentiated services, especially in the less-than-truckload (LTL) and brokerage environment. The company needed a TMS that could support the non-asset sides of the business and leverage its in-house database and development expertise. It was also important for the new TMS to support and strengthen the company's competitive advantage of delivering fast, customized services that allowed customers to adjust to changing market demands.

Dynamic Logistix, a logistics services provider, was in the process of building its service offerings and needed a cutting-edge transportation management system (TMS) to provide mid-market transport and logistics customers with a comprehensive solution that supported the complete “order to settlement” lifecycle. The company's CEO, Jeff Auslander, had experience with a range of Tier 1 TMS companies and systems and was looking for a solution that would provide personalized service and attention. The company also needed a TMS that could integrate quickly and reliably to save money and start delivering savings to customers.

Bestway Freight Solutions, a high-growth 3PL, was looking to improve its technology and expand its LTL business for continued growth. The company had outgrown its transportation management system (TMS), which was causing it to miss out on opportunities. The company needed a TMS that would allow faster execution on each load each day, enable rapid carrier onboarding, and provide customers with instant access to their accounts. The company's growth ambitions required the ability to serve its customers' TL and LTL needs. Winning both award types from its largest customers would allow Bestway to move from a TL-LTL split of around 95/5 to 50/50. Executives also knew that growth through headcount alone was a risky proposition, so a fundamental technology change was needed.

Crane Worldwide Logistics needed to find a technology solution to serve as the backbone for their new managed transportation business unit. As a massive provider of other logistics services, Crane had technologies in place for their freight and brokerage divisions. However, these technologies were broker-only platforms, which lacked the 3PL functionality and scalability that Crane required for managed transportation services. The Crane team had previous experience with other full-service TMS platforms and wanted a solution they could configure to their needs while maximizing their value and ROI. Crane also wanted a technology that let them scale globally to support their customers worldwide.

NFI, a fully integrated North American supply chain solutions provider, was using two TMS platforms to operate its business. Due to NFI’s growth and its evolving levels of sophistication, the company identified opportunities to expand their technological focus to maximize productivity in an effort to pass on savings to customers. The company was facing challenges in managing cross-docking from a consolidation or visibility standpoint. The legacy TMS couldn't handle the complexity of cross-docking, creating gaps in the process.

Crowley Logistics Inc., a subsidiary of Crowley Maritime Corp., sought to bid on the U.S. Department of Defense’s (DoD) largest surface transportation contract to date. The scale and complexity of this project was a first for Crowley, requiring it to establish a new department to support the work and partner with a transportation management system (TMS) provider that could address the complexity and demands of the contract, specifically the execution of the LTL and freight optimization requirements. This project was made even more challenging with the addition of new DoD expectations regarding the frequency and type of communications from Crowley, along with new requirements for freight tendering. When considering TMS providers, Crowley’s approach included the question “How do we accomplish the unknown?” This contract was full of “firsts” for the DoD and for Crowley; the new demands and new business approaches made it imperative to find a fundamentally different kind of TMS that could be responsive to these unknowns.

Rohlig Logistics, a company with over 160 years of experience in global freight forwarding, was in need of a transportation management system (TMS) that could deliver pallet-based rating. This was to serve Rohlig’s many LTL carriers that dealt with very heavy pallets. To the best of Rohlig’s knowledge, no TMS provider had this capability. This posed a significant challenge as it limited Rohlig's ability to efficiently manage and optimize their logistics processes.

Green Circle Growers, one of the largest greenhouses in North America, was facing challenges in managing its growing customer needs. The company was manually managing the data for product transportation, as well as for its dedicated fleet and sister company, Fresh2U Transportation. The company was trying to meet its growing customer needs while manually managing the data for product transportation. The company was in need of a more robust transportation management system (TMS) to support its growth and to manage the complex constraints and data changes such as appointments or carrier availability.

Green Circle Growers is planning to leverage 3Gtms to support additional logistics services provided by the Fresh2U Transportation organization. The company is currently working on process flows and documenting those processes in order to adapt the 3Gtms transportation management system to its future LSP needs. On the other hand, Vesta Freight, a startup freight brokerage founded by industry veterans, recognized a significant market opportunity. They were committed to building a solid foundation for scalable, and sustainable business growth starting day one. For Vesta, the first investment was the right TMS. They selected 3G’s TMS and leveraged its Smart Start templated implementation.

Capstone Logistics, a third-party logistics provider (3PL) with a long history in freight brokerage, identified managed transportation as an ideal growth opportunity. This move would allow the company to expand and diversify its product offerings, complementing its transactional brokerage business with an end-to-end solution. Regardless of current conditions, managed transportation provides both growth and stability. For Capstone, it also presented an opportunity to apply decades of industry knowledge to helping small-to-midmarket shippers navigate uncertain times. However, to execute on its growth strategy, Capstone required TMS software built from the ground up for managed transportation – software that could serve as a “single source” for running the division.

Koch Foods, one of America’s largest chicken producers, decided to implement its first TMS after decades of reliance on analog processes. As a $5 billion+ company, with around $200 million in annual outbound freight spend and multiple business units, a TMS was needed to consolidate and modernize transportation processes. Koch Foods’ immediate TMS objective was taking a control tower approach to freight transportation. With enhanced visibility into carrier rates & performance, and the ability to isolate time-consuming bottlenecks, the transportation team was able to identify opportunities for more efficient use of resources and provide new sources of value for both Koch and its customers.

Fabuwood is a cabinet manufacturing company that sees itself as a technology company. It has pioneered the deployment of advanced IT systems in cabinet manufacturing and was the first in its industry to build a business around their use. The company has invested substantially in building this technology, but it also acquires some specialty systems from partners. For freight transportation management, it selected 3G Transportation Management. The team chose to put its trust in 3G for two reasons: its ability to support multiple operations and a shared customer-first philosophy. While many manufacturers choose to outsource logistics planning entirely, the Fabuwood team has a different approach – one that requires maintaining control of operations in order to maintain control of the customer experience. The common focus on the end customer experience led to a mutual understanding of what was really important.

Portacool, a manufacturer and distributor of cooling equipment, was facing challenges in maintaining its aggressive growth trajectory due to its 30-year-old ERP system. The company needed a solution that would not only facilitate growth but would never be outgrown. The company also needed to import 30 years’ worth of data in a matter of months, making that data accessible, and allowing monthly books to be closed in two days rather than two weeks. Additionally, Portacool was dealing with more customer orders than manufacturing capacity, which was a stressful situation. Shipping inefficiencies were compounding and magnifying the complexities of an integrated manufacturing-distribution business. Timely, accurate processing and information sharing, both internally and with customers, was key to maintaining customer satisfaction and trust.

AmerCareRoyal, a leading manufacturer and distributor of disposable food packaging products, was looking to distinguish itself as a differentiated fulfillment partner to its customers. The company's growth depended on its ability to lower costs and improve service. The logistics team was spending a significant portion of the day manually reaching out to brokers and carriers via email, to request quotes and book loads. This process was time-consuming and inefficient. Additionally, AmerCareRoyal was not utilizing capacity efficiently. When manually consolidating loads into multi-stop truckload combo shipments, the team completed about 150-200 per month. The company was also a heavy user of LTL, and the team was looking for ways to reduce its monthly LTL shipments without reducing the amount of product shipped.

Whole Latte Love, a specialty retailer of homemade coffee, was facing challenges with its home-grown ERP system. The company needed a configurable, cloud-based system to support its growth. However, the initial shipping software caused a six-week ERP deployment delay. The company needed a software that could strike the right balance between ready-to-use and easy-to-configure. The software needed to communicate automatically with the ERP without manual intervention. The company also wanted to improve productivity by eliminating manual keying in of orders and going outside the system to validate addresses.

ISOFlex, part of the Sigma Plastics Group, was in need of a new Transportation Management System (TMS) that could help the company better manage and control its logistics operations. The company's immediate need was a single interface to procure and manage both TL and LTL transportation. More specifically, LTL carrier integrations, TL contract management, and spot market brokerage access. The company had identified several ways it could substantially reduce freight costs – using volume LTL instead of TL, rate shopping across modes, newly renegotiated contract rates – but couldn’t fully realize those benefits without a TMS. As long-term thinkers, future expansions were also top of mind. Being part of a multi-location operation meant that any new TMS needed the ability to scale for broader coverage and greater efficiencies. Unfortunately, the product they initially chose was decommissioned shortly after they began implementation, leading to a renewed search for a reliable TMS.

NFI Industries, a top-rated supply chain solutions provider in North America, was experiencing rapid growth in its brokerage division. The company was handling an increasing volume of transactions, which was putting a strain on its Freight Bill Audit (FBA) group. The FBA group was responsible for auditing and paying freight bills from five divisions of NFI. The challenge was to increase the FBA's capacity to handle the growing back-office volume without adding more staff. The company needed a solution that could efficiently process and verify data from various documents and forms related to each load.

Kaufman Container, a leader in the packaging industry, faced challenges in controlling shipping costs and communicating directly with carriers. The company relied on industry published static tables for pricing and lacked a single system for visibility and control of freight movement and audit reporting capabilities. Additionally, Kaufman wanted to improve its ability to measure and monitor productivity. The company sought a web-based solution that incorporated general business rules, accommodated multiple service types, and used the terminology they commonly used.

Revolution Trucking, a third-party logistics and transportation services provider, aimed to differentiate itself by offering the ability to quickly compare real-time quotes from carriers to contracted rates, access to carrier capacity by lane and daily special rates, and complete transparency and documentation for their customers' freight management needs. However, they faced challenges in meeting time and budget constraints for shippers with the best possible service at the most favorable rates.

Tech Transport, a third-party logistics provider, needed to implement a wide array of carrier application programming interfaces (APIs) into its transportation management system (TMS) to better serve its customers. The company’s internal IT team could incorporate the APIs on its own, but with the number of updates and the need for real-time accurate rates from a number of different carriers, they did not have the time and ability to maintain the APIs. Tech Transport decided a partner that focused strictly on technology was the most prudent option. That decision freed up the internal IT department to focus on the main operations of the company and put the APIs in the hands of the experts – Banyan Technology.

When Patrick Kirbow joined Star Pipe Products 16 years ago, he aimed to standardize operations across the company’s 14 North American regional distribution centers. One of the significant challenges was an inherited and inefficient less-than-truckload (LTL) transportation management system (TMS) that required too much manual data input. The manual process of rate-shopping and purchasing freight was time-consuming and inefficient. The company also wanted to centralize carrier relationship management and freight buying, eliminating the need for carrier sales representatives to meet with logistics personnel at each facility.

BlenderBottle Company, a manufacturer of innovative products, was looking for a way to better manage its freight and shipment selections across its carrier base. The company ships products to a network of distribution centers for large retailers such as Walmart and Target. The challenge was to find a solution that could integrate with the company's existing enterprise resource planning (ERP) system and provide dynamic pricing options for freight.

Chase Plastics, a stocking distributor with a portfolio offering more than 20,000 varieties of specialty, engineering and commodity thermoplastics, was looking for a way to efficiently rate less-than-truckload (LTL) shipments. The company was using Banyan Technology’s live carrier connectivity platform, Live Connections, but wanted to leverage more advanced features to optimize their logistics and transportation operations. The challenge was to find a way to get real-time pricing incentives on top of the company’s contracted discounts on negotiated rates.

Sysco IFG, a division of America's largest foodservice company, Sysco, coordinates thousands of products from over 90 countries, reaching millions of consumers daily. The company's goal is to reduce costs to customers, reduce delivery time for cargo, documents, and information, and increase logistics income. However, they faced challenges in making freight shipping rates available to sales and sourcing teams and ensuring those rates were used. The involvement of logistics and accounting teams in the sales process was resource-draining and slowed down the sales process, costing them sales.

Global Airfreight International (GAI) was facing a high cost of sale due to the time-consuming process of generating quotes for freight rates. The process involved manually looking up the right carrier and rate, typing out the quote in an Excel spreadsheet, and then emailing it to the agent or customer. This process could take up to an hour per quote and was prone to inaccuracies due to human error. GAI needed a system that could handle complex pricing levels across different clients and routes, provide faster and more accurate quotes, and reduce their cost of sale.

Kyocera Document Solutions America (KDA), a subsidiary of Kyocera, was looking for ways to streamline its shipping management processes. The company manages a complex supply chain and distribution network, and the manual shipping and booking processes were proving to be tedious and inefficient. Christian Mannino, KDA's Director of Logistics, was leading the search for a solution. He oversees five facilities, including three regional distribution hubs, a parts distribution center, and a national returns center. The company needed a Transportation Management System (TMS) that could manage the entire freight lifecycle across all five facilities. The TMS needed to integrate with Oracle, centralize the rating and booking of parcel and freight shipments, provide detailed tracking of shipments, offer transparent pricing, and be easy to use.

4Wall Entertainment, a leader in entertainment markets across America and Europe, was facing challenges in managing its logistics. The company ships all over North America and Europe, with unique requirements based on the size of an event. They use established relationships with carriers and vendors to provide the consultative approach to customer service they are renowned for. With 11 locations throughout America, 4Wall's National Logistics Manager, Jeff Sudderth, was looking for a system that would give him regional control over what carriers his logistics coordinators used, allow 4Wall to use existing carriers on both truckload and LTL, and make it easier to track where equipment was in real-time.

The customer, a global mailer and shipper, was facing challenges with their daily logistical operations. They were using multiple carrier websites and portals for every shipment to find the best rates and then schedule and generate required paperwork. This process was cumbersome and time-consuming, often taking 20-30 minutes to organize a single shipment. The customer needed a solution that could streamline these processes, provide automation and reporting, and offer strong customer support.

LogiQuip, a healthcare storage equipment company, was seeking a robust shipping software that could provide better interconnection between departments, capture data across their supply chain for better visibility, and offer carrier historical data to negotiate better pricing with carriers. They also wanted a system that was intuitive and easy for everyone to learn and use. Their previous solution offered minimal support when issues arose and had a pay-per-carrier model, which required a fee to update rates whenever a carrier had a change. This model was found to be outdated and costly.

The manufacturer, a certified evergreen company, was in need of a shipping software that would enable them to quote full truckloads efficiently. Many shipping solutions, or TMS solutions, on the market only provide LTL rate shopping or charge significantly to access FTL rate shopping. The manufacturer reached out to FreightPOP in late November 2017. Following FreightPOP's smooth integration into their ERP and WMS systems, they decided to sign on, where they remain a robust user to this day.