Challenge: Simultaneously balancing inventory, meeting customer service needs, and maximizing production efficiencies is a challenge for any company. For a leading national private label juice and drinks producer this combination adds a few unique demand planning complexities.

Challenge: An innovative sports garments, footwear and accessories manufacturer must manage a complex global supply chain with a dynamic product portfolio produced in nearly 20 countries. The company's exponential growth and manual processes led to challenges balancing inventory with financial goals and service levels.

Challenge: A global retailer specializing in fashion, home living, and leisure products re-launched one of its brands in North America and needed a multi-channel supply chain solution. It required a 3rd party logistics provider who could support rapid growth and meet high customer expectations. The retailer chose Kenco.

Challenge: Kenco was operating 300,000 square feet in a 478,000 square-foot warehouse to service an industrial manufacturing client. The customer challenged Kenco to engineer a solution that consolidated product from another 350,000 square-foot distribution center into that space. This meant squeezing 650,000 square feet into a 478,000 square-foot space.

Challenge: A global food and beverage company, after enviable international growth, realized that their global trade product classification processes required a transformation. Their US, Canada, and European teams operated independently and relied on inefficient, manually intensive processes and duplicate efforts. The company also needed to create a more efficient NAFTA eligibility identification process.

Challenge: This leading apparel retailer lacked visibility into its supply chain. Its homegrown system relied on spreadsheets, emails and phone calls with international business units and over 30 trading partners. The company needed a single, detailed view of shipments and orders to create reliability in the global supply chain.

Challenge: A major chemical manufacturer was rolling out a new product across multiple geographies. This product was highly susceptible to both counterfeiting and diversion, and if used incorrectly could cause harm to the user as well as pose an environmental safety hazard.

Challenge: This 65,000-employee command is responsible for planning all things logistic for a branch of the service. This command had made an investment in an SAP ERP system. However, things didn't improve as expected. "Even after the ERP deployment, we didn't let go of how we'd always done business" explains David Frey. Frey was charged with improving efficiency across the command.

Challenge: A global manufacturer of construction equipment needed to reduce inventory holding costs and improve response times for spare part deliveries to customers.

Challenge: A large consumer goods manufacturer performed a strategic network design project to identify considerable savings in transportation costs, warehouse costs and inventory costs by consolidating warehouses. However, the inventory savings assumed full consolidation of inventory at the new warehouses; this was not consistent with the management incentives that were used in the business. An alternative suggestion of separate stocks for each market wiped out a large chunk of savings.