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Sub-Zero faced the largest product launch in the company’s history:It wanted to launch 60 new products as scheduled while simultaneously opening a new “greenfield” production facility, yet still adhering to stringent quality requirements and manage issues from new supply-chain partners. A the same time, it wanted to increase staff productivity time and collaboration while reducing travel and costs.

For the development of its new wide-body aircraft, Airbus needed to ensure quality and consistency across all internal and external stakeholders. Airbus had many challenges including a very aggressive development schedule and the need to ramp up production quickly to satisfy their delivery commitments. The lack of communication extended design time and introduced errors that drove up costs.

The usual practice for car repairs at a Porsche car dealership is to have a factory representative or regional engineer visit to help diagnose the problem, and sometimes a faulty assembly is shipped back to company HQ for damage analysis. All that costs time and money for customers and dealers alike. 

Mitsubishi sought to improve supplier relationships on a global basis and to offer an easy-to-use solution to interact with them. In August 2004, Mitsubishi selected Covisint’s platform to help improve sharing of information and collaborative business processes with its global suppliers. Covisint enabled Mitsubishi to provide its suppliers with immediate access to information and applications to obtain more collaborative working relationships

Enjoy a beer on the upper Texas Gulf Coast, and you can probably thank Del Papa Distributing Company. Founded more than a century ago, the company today distributes 10 million cases of beer annually, from 30 suppliers. More than 375 employees work at headquarters in Texas City and two other distribution centers. The family-owned company has a simple aim: to be a great beer distribution company. So when Del Papa set out to build a new 27-acre headquarters, company leaders thought about how technology could contribute to its greatness. “We wanted the new distribution center to have a single, secure network we could use for physical security, communications, collaboration, and even monitoring the temperature of our inventory,” says Steve Holtsclaw, Manager of Information Systems for Del Papa. The old building, in contrast, had separate networks for voice, data, video, and physical security. Separate networks were expensive and got in the way of business. For example, personnel could only monitor video surveillance cameras from certain workstations. And Wi-Fi performance in the warehouse area wasn’t reliable enough for the voice-activated order-picking system.

Aruba's IT team purchased a telephony system which is going end-of-life and this would become a bottleneck to growth. While they began investigating modern PBX systems, they were also considering put their own Wi-Fi infrastructure to work by adopting a Unified Communications and Collaboration solution.