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A global 3PL with multi-billion dollar annual revenues wanted to better manage its customers’ freight and differentiate its offering from the competition. Because this 3PL worked with a large number of major national shippers, better visibility into each load meant that the 3PL could manage a larger volume of customer loads with more efficiency, leading to higher customer satisfaction, delivered with greater efficiency. The 3PL's main challenge was improving visibility across operations within the oil and gas industry. Because it worked with a mix of large national carriers and small local carriers in that industry, achieving a unified visibility solution across all carriers was a difficult proposition. To help solve this challenge, the company brought in FourKites.

A major office furniture manufacturer was looking to improve its delivery to job sites, where synchronizing with construction crews was important to avoid costly downtime. The company wanted to better calculate the precise arrival times of long-distance deliveries, traveling through busy, densely-populated areas.

A leading U.S. paper supplier wanted to reduce the number of trucks showing up late for pickups. Lack of visibility over some loads meant that company personnel couldn’t notify customers proactively, resulting in lost efficiency for both the company and its customers. As the major paper supplier transported its loads via a combination of truckload, LTL, and rail, the company needed a robust multimodal solution that could provide on-demand visibility into its shipments and alert supply chain execution teams whenever a shipment was running behind, so that the company could notify its end-customers early and avoid unexpected late deliveries.

With exports directed to even interior parts of Asia, America, and Europe, they were looking for an alternative to optimize their existing freight management process especially rate procurement. GoComet’s RFQ module has helped this Chemical and Foods company to address the following problems: Cumbersome manual process: A single user was taking quotes from 30 vendors through emails and calls. Effective Negotiation: Comparison and Negotiation became tedious resulting in a decrease in the efficiency of the negotiation process. Lack Of Vendors: Rarely added new vendors to their existing pool because their team never really was able to develop good relationships with them in the first place. Audit trail for procurement: The audit also consumed a lot of time and many queries were needed to be answered as the process and data keeping were completely manual. Visibility over total Cost: The net landed cost was always greater than the initially confirmed costs by vendors. Reporting: A single automated dashboard to track all the metrics was missing. Due to this agile decision making was a distant reality.

With more than 6+ subsidiaries procuring rates at the same time, it was too difficult a process to manage everything via email and phone calls. They were looking for a platform that could bring all their existing procurement processes under one roof. They have been using Gocomet to address the following issues. Single Platform/Dashboard: Spot procurement for different groups of companies were done manually and so they were in need of a single dashboard to track it all. Cross-division approval: Interaction and Interoperability within teams was limited with respect to the Approval process. Multi-level hierarchy-based approval systems were a requirement. Transparency in Auditing: Manual checks were only possible resulting in a lot of irregularities. Choosing the best quotes: Comparing the price and service level quotations from vendors was a very demanding challenge. Digitalization for better efficiency: Current physical processes were tiring and time-consuming. A shift towards automation was mandatory.

Mission Linen Supply was working with a multitude of suppliers and enjoying an increase in sales. However, tedious manual processes and data entry were causing bottlenecks in the order fulfillment cycle. Mission Linen Supply was faced with two options: to custom-build integrations to their trading partners to enjoy automated communication or to utilize a third-party company. In addition, Mission Linen Supply was looking to have all order documentation flow into/out of their SAP platform.

Managing a highly complex supply chain network is no easy feat. When one of Europe’s largest distributors of agricultural spare parts decided to transition to a digital supply chain, they enlisted MPO to the task. At the time, the company ran 11 distribution centers (DCs) serving more than 40,000 customers in multiple countries, where quick and reliable deliveries were critical. While experiencing high growth levels, with increasing order volumes and more than 150,000 order lines per day, the distributor was also integrating a new acquisition into their core business. They needed a smarter and more efficient way to gain order visibility, manage data exchanges between their 40-carrier network, control costs, and fulfill their mounting orders at high speed and with pinpoint accuracy.

The need to acquire an IT solution during its restructuring phase led Suatrans to opt for the implementation of SoftExpert solution. The main expectation for the system is the guaranteed ease and efficiency of the activities undertaken by the company, providing graphics per non-compliance and decentralizing the entry of corrective actions. Suatrans also hopes to facilitate access to information on the treatment of non-conformities, since the previous system made it difficult to obtain information considered crucial for the decision-making process.

TNT faced the challenge of automating the control required during all phases of Integrated Management System (IMS) administration. The company needed a solution that could facilitate the maintenance of its ISO 9001:2000, ISO 14001:2004, and OHSAS 18001:1999 certifications. The goal was to streamline the process management, ensure all employees had access to the most recent document versions, and facilitate the opening and tracking of non-conformities until their resolution. Additionally, TNT sought to improve the overall efficiency and effectiveness of its business management processes.

To be a supplier of the automotive segment, the Menegotti Cast Products business unit, also known as MENFUND, required adequate management of its development and sample approval process, before ISO/TS 16949 implementation. The use of APQP-PPAP tools demanded more efficient controls, not fulfilled by manual options, created in Word and Excel tools, requiring excessive time and resources.

Although it has a document management process spread across all areas, management of this process was done manually. All documents implemented at Kley Hertz were updated in a master list controlled using an Excel spreadsheet, which was also used to control the expiration of documents. Control of documents under revision was cumbersome and there was no way to control how long a document remained with each responsible party (creator, consensus and approval). This caused delays in approvals and greater involvement of Quality Assurance at each step of the process and in asking the areas to return documents. Considering the large amount of documents that the company has, expiration control was not applied to all documents. According to Márcia Valiati, Technical Manager at Kley Hertz, it was impossible to know which documents were most accessed and revised and they only became aware of new versions after e-mails were sent. In addition, watermarks were manually added and documents were converted into PDF format in order to make them available electronically for consultation. The texts had no keyword search, which demanded time for research.

With the passage of Federal Law 13.303/16, government-held and government-owned private companies and their subsidiaries were required to apply concepts and structures of corporate governance, transparency, risk management practices, internal controls, and compliance. Corsan needed to quickly adapt to these changes. The company faced the challenge of implementing these new requirements effectively and efficiently, ensuring that all processes were aligned with the new legal standards. This required a comprehensive approach to risk management and governance, involving the creation of new methodologies and the adoption of best market practices.

Termotécnica, South America's largest transformer of EPS, faced challenges in managing and controlling the product lifecycle efficiently. The company needed a solution to monitor reliable statistical data in real-time, improve the validation phase, and reduce costs and waste associated with the process. Additionally, they required better documentation controls, access to risk analysis, and maintenance of product development stage controls to enhance planning and product quality.

Helibras was facing problems with document management since it was done manually and without the support of software.

After acquiring a factory in Taboão da Serra (SP) from Swiss pharma company Novartis, União Química noticed a need to optimize management of its documents, deviations, change control, and other processes related to quality. The company did not have a document management system in place. However, the Taboão da Serra factory had efficient processes that could be implemented at the other units, but these were very costly since they were not automated.

FGM, a leading company in the dental technology sector, faced challenges in managing quality, suppliers, new product development, and strategic planning. The company needed a solution to streamline these processes, ensure compliance with various certifications and regulations, and maintain documentation securely and centrally. Additionally, FGM required a system that could facilitate global access to resolve pending activities and improve productivity.

According to Ana Cristina Ruas de Araújo, Quality Assurance Manager at Aporte, the company used to monitor its documents manually, which meant that the sector was unable to keep track of the large volume of data. To maintain these certifications, we began by manually monitoring Documents, Records, Indicators and Action Planning. Over time, we realized that we were unable to control all the routines defined in the action planning, which resulted in the bureaucratization in the management of documents, processes and risks. Furthermore, a lot of time was spent on transferring data to the network, where the employees have access to the Aporte Quality Assurance System.

The non-conformities generated during each external audit due to deficient document management affecting each area, as well as the need to integrate documents throughout the entire organization were the main needs that prompted Corporação Gestamp to invest in SoftExpert solutions. The company faced challenges in managing non-conformities generated with every audit due to deficient document management affecting each area. Additionally, there was a need to improve document management automation to simplify and streamline the document flow of each area and that linked to the different departments. The company also needed to significantly reduce the time loss cost due to increased bureaucracy because it lacked a system that automates most management processes. Furthermore, there was a need to motivate the areas to assume their responsibility for document management, granted that a high percentage of this task falls under the responsibility of the quality area. Lastly, the company aimed to improve calibration management by transferring the use of a bureaucratic, simplistic, and limited model found on the Intranet to a professional software package widely recognized in the market.

BR Home Center was experiencing delays in the execution of activities due to the manual need for process data collection and information losses with the loss of collaborators. In addition, BRHC wanted to reduce the consumption of duplicate or excess materials in its units.

Fast Shop wanted to automate the sales process for companies (approximately 500 per month), which was done manually using Excel spreadsheets and information via email exchanges. The process involved approximately 15 employees from the sales, back office and financial areas. This created difficulties for collecting information to generate indicators and reports, as well as for the management of ongoing processes by the team and management.

Inbrands needed a solution to automate business processes in an integrated manner with its Linx ERP. The pilot project began with the Purchase Order process, where approvals and rejections should follow an automation flow between various areas and users.

According to Mayara Arantes, process analyst at Milano, the operation had many parallel controls, which led to document management failures. In addition, there were many problems with process tracking, which resulted in loss of records.

Belgo Bekaert Arames needed to adapt to the Document Control requirements established by ISO standard 9001:2008 – Quality Management Systems. The company faced challenges in managing a large volume of documents efficiently and ensuring compliance with regulatory standards. The existing document management processes were time-consuming and lacked the agility and precision required for effective document distribution and revision.

Tecon Suape, a container management company, faced the challenge of integrating their environmental, health, and safety systems with quality management to fulfill their commitment to clients and the environment. The company aimed to improve the planning and monitoring process for performance indicators and facilitate access to information across all sectors to aid in decision-making. The need for a reliable and credible supplier led them to choose SoftExpert, whose solid market experience and impressive client portfolio made them the best choice.

The GDC operation had a lot of paper documents to manage, with manual signature approvals, which caused a number of deviations. In addition, maintenance requests were not centrally managed, which undermined the reliability of data.

Comau sought to monitor processes and contracts at all stages through a structured and automated method. Business unit management, processes and performance information were performed in spreadsheets and communication was done over e-mail. The compilation of information, analysis and results on the performance of services took, on average, 7 days to be generated. The more than 50 contracts implemented in 12 Brazilian states, generated information using 25 tools/sheets per location, in a total of 500 documents per month.

The need to improve its Quality Management System led Laboratório Globo to develop a process mapping project for all sectors of the organization with the support of an outside consulting service. The pharmaceutical industry required a solution that could handle the rigid control involved in the elaboration, approval, updating, and processing of documents. The company needed a system that could operate entirely online and offer customization of different parameters without the need for development time. Additionally, the solution had to support access to workstations using the Linux operating system and permit installation on Linux servers to reduce costs and maximize investments.

Biosev faced challenges in improving control and productivity in the areas of Quality Management, Quality Assurance, EHS (Environment, Health and Safety), Internal Controls, and Engineering. The company needed a solution to streamline these processes and ensure regulatory compliance while managing a large volume of documents, projects, and service requests efficiently.

The Company needed to change a scenario composed of an excessive number of projects, with lack of prioritization, focus and defined processes, besides an excess of SKU's (Inventory Maintenance Unit) released and little used. This led to the implementation of process management and a new R&D process which, in turn, generated the requirement of a tool which gave the necessary support.

An ISO 14001, ISO/TS 16949 and BS OHSAS 18001 certified company, Polmetasa needed to reduce the time spent on collecting information and on monitoring actions. It was also necessary to conduct a real-time analysis of indicators, since this was only carried out after the data collection and treatment. Finally, information such as indicators and parts history, for example, was not centralized, taking up considerable time for the employees in charge.