Challenge: Client needed to track shipment costs for moves initiated/ linked with another contracts/work order system and to request freight rates for various activities from contracted carriers, obtain quotes and select appropriate carrier, track shipment, obtain final carrier invoice for each move, capture contract/ work number. The only way to track shipment costs were to capture system project numbers on freight invoices, but the data wasn’t always available. The process was manual; carrier selected by hand and dispatched via telephone/ email. Costs couldn’t be tracked if system project number wasn’t provided by the carrier.

Challenge: Client had multiple divisions/business units that operated independently with their own set of carrier rates, payment processes, shipping systems and no visibility of their freight practices/ spend across all locations.

Challenge: The customer manufactures and distributes products for musical instruments globally and wanted faster and more accurate processing of their orders. Their goal was to accomplish these goals by using the existing footprint of their current warehouse. ScottTech was engaged to engineer and integrate an automated warehouse control system.

Challenge: A leading perishable foods brand was experiencing high transportation costs, extended delivery times and loss of selling time, when shipping product lines from multiple manufacturing locations to a network of food distributors.

Challenge: In a highly competitive and dynamic environment, a leading manufacturer of home appliances set out to transform its global sourcing functions with the goals of sustaining quality, maintaining production, and most important of all, preserving profit margins.

Challenge: A global $4B Aerospace & Defense manufacturer was challenged by its executive leadership to reduce their product costs to protect profit margins and create greater flexibility in pricing. A cost reduction project was launched, targeting their machined parts, one of their largest direct materials costs.

Challenge: A $7B Tier 1 automotive manufacturer determined that its direct materials sourcing processes were inefficient to the point that they were losing potential revenue. Instead of performing strategic sourcing activities for new product introductions, the sourcing team was spending most of its time extracting information from other systems (PLM, ERP), manipulating spreadsheets, and analyzing vast amounts of quote information from their suppliers.

Challenge: An $8B Aerospace & Defense manufacturer identified that it was sourcing the same or similar specialized fasteners from many suppliers across every division, reducing its ability to attain volume-based discounts and increasing supplier risk and management burden.

Challenge: MD Logistics existing legacy Transportation Management System was used to manually optimize freight solutions for customers that elected for the value-added service. However, it lacked full integration to the Warehouse Management System and the ability to rate shop and optimize freight spend and routing automatically.

Challenge: Our client, an aircraft manufacturer, needed a sophisticated parts planning process to support an increased demand for aftermarket parts services. The existing ERP and legacy parts planning systems couldn't meet the needs of an increasingly complex services organization, causing insufficient service levels, low inventory turns, and high levels of obsolete stock.