Challenge: In 2011, our customer transported the equivalent of 11,000 truckloads between Mexico and the U.S. While outbound loads were near the U.S. legal weight limit, each trailer departed its Mexican origin with about 80% of the available cubic capacity unused. The situation wasted "capacity" and underutilized all transportation resources "” especially fuel.

Challenge: A food supplement manufacturer was expanding rapidly. They struggled to keep up with order fulfillment, and shipping costs were growing faster than revenue.

Challenge: 3PLs sometimes walk a fine line between being able to get a new client up and running quickly and overextending themselves in terms of systems and infrastructure before they actually sign a client. For a regional 3PL, their ability to create a new set up that would be up and running smoothly in less than ninety days was critical to successfully acquiring a new retail client. This retail client commonly receives a high volume of items without much advance notice and generally sells/ships those same items back out to customers within a very short time period.

Challenge: A large food distributor conducted a study to quantify the financial impact to transportation of implementing tighter store delivery time windows. These more restrictive windows were beneficial to the store, as they provided more consistent delivery times. However, before committing to their stores, the customer needed to fully understand the transportation cost implications of operationalizing this change.

Challenge: Static DC routes had not been reset in years - this presented an opportunity to save miles and shipments. All stores serviced by the DC are on a 2 day a week delivery pattern that would not change, although the specific delivery pattern assigned to a given store could change.

Challenge: A specialty retailer, with over 1,000 stores in the U.S., was on track to double their stores and triple their eCommerce business in the NE over the next 10 years. But they need to act quickly to support that tremendous growth. Distribution costs were increasing and they struggled to meet the service levels their customers required.

Challenge: A large and growing Canadian brewer was challenged with constrained brewing capacity and seasonal demand. They needed to improve their forecasting and production planning in order to make maximal use if their capacity and serve as much demand as possible. To make matters even more challenging, they needed to do this across several breweries and a national distribution network.

Challenge: A multi-channel, high end goods retailer was interested in expanding into the Middle East, Australia, Asia and Europe. They needed an international support network that allowed for the reliability, speed and cost effectiveness that would let them develop short- and long-term forecasts.

Challenge: A leader in the food and beverage industry, this company operates stores throughout the world. Additionally, the company provides food services via grocery channels, restaurants, and hotels. The company was operating with manual processes in key functions including Free Trade Agreements. These processes were no longer adequate as they faced continued international growth.

Challenge: Our client, a thriving online retailer, was growing 25% to 30% every year since 1999. Sales are busiest during autumn, when roughly 200,000 of its annual volume of 225,000 orders are handled in a four-month period. During this time, operations ramp up from 100 to 8,000 orders a day. The company had completely outgrown its systems and needed a solution that could be scaled to meet peaks in sales activity.