Problem Statement: Bank wanted to develop a risk-based fraud detection technology platform that could predict and identify fraudulent credit card transactions.

Problem Statement: Route sequencing had not been reviewed in over a decade using the latest technologies and a pilot showed significant savings

Problem Statement: USPS loses at least $3 for every first failed delivery attempt and there are millions of failed attempts per year causing the USPS several hundred million dollars per year…

Problem Statement: A futuristic digital supply chain needed to be developed for the US ecosystem to enable efficiencies, cut costs, provide end to end traceability, and development of digital products and services for consumers.

Problem Statement: Only silo-ed dynamic routing existed for one data source for parcels, whereas parcels were manifested and data was also sent to the USPS through Mail.

Problem Statement: Paper driven postage, verification acceptance, entry, induction processes. Lack of visibility about customers, products, and service usage and very high cost of manual processes and manual workflows.

Problem Statement: Congress passed a law requiring independent reporting of Service Performance measurement and digital incentives from the USPS to the Commercial mailing industry.

Problem Statement: High Cost for USPS in tens of millions of dollars per year, and same for the industry to communicate and implement complex rules for over 45 products; including implementation of new prices, new products, and new services twice a year.

Problem Statement: SG360° was a $300 Million Dollar successful commercial mailing operation focused primarily on Marketing Mail and First-Class letters and has been using other large and small logistics organizations to transport its first mile and last mile mail to the USPS for final delivery.

Problem Statement: Manual data entry by fed Ex, UPS, Logistics companies to request appointments at the USPS 250+ Facilities was high costs. Manual dock and resource management at USPS and no electronic induction Tracking was a major internal service performance tracking issue at USPS.

Problem Statement: Extensive labor costs, lack of visibility into induction and lack of early late reporting to clients were big issues as well as direct linkage from TMS and pool management and automation of induction appointments was needed. Identification of cost-effective point of induction based on tariff, LTL, per mile cost etc.

Problem Statement: Short-Paid revenues above $225 Million per year caused by b2b platforms such as Stamps.com, Indicia, and many others where small businesses, commercial shipping organizations, and consumers deliberately or mistakenly are not paying full postage of parcels and it is humanly impossible to verify every parcel as the volume of the parcel grows.

Problem Statement: Legacy Accounting System with too many incomplete workflows, manual processes were unable to meet the business needs and extensive labor costs, as well as reporting issues for A/R and A/P, were a risk to the business.

Problem Statement: As parcel volumes and international mail is growing, the Post needed an audit and expert advice and consulting services that can help it become the western Africa’s hub for eCommerce by redesigning its sortation facilities, its sortation and workflow operations and updating necessary technologies to help bring more automation and efficiencies to the Post.

Problem Statement: Lack of reporting caused by lack of integration between SAP and USPS b2B interfaces causing time sensitive mail delivery notifications for early or late delivery to be provided after the fact. Vertis’s million dollars clients like a big insurance company and a large US bank were wanting proactive reporting by Vertis on early late reports.

Problem Statement: No Self-Service Terminals available for both retail and commercial clients to help with traffic and volume management at retail Post Offices and at Business Mail Entry Delivery Units.

Problem Statement: Too many un-sustainable products and services with a high cost of maintenance and negative and confusing customer experience.

Problem Statement: USPS did not have digital access to its households and was losing business to the internet revolution and emails and needed to develop digital strategies to create new services and products driven by digital solutions.

Problem Statement: By law, USPS cannot keep any PII and cannot share any details of addresses with anyone, however, there is a need to generate new revenues through new digital products and Intelligent Addresses are needed so USPS can comply with PII and GDPR type of rules and regulations and create new digital marketing products and services without sharing any details on an address with anyone.

Problem Statement: No centralized web-based web services platform available for large commercial mailers, shippers, and consolidators to manage their production mail streams. This includes merge and splits mail streams, consolidate, palletize, barcode management, payment and billing, downstream transportation and entry planning, automation of b2B business transactions, and tracking of mail with partners (TL, LTL, Line Haul, and USPS)

Problem Statement: Thousands of people die each year due to opioid overdoses in Canada from China and via violence driven by illegal arms shipments from the USA

Problem Statement: Old system and code was not maintainable and required re-engineering and integration

Problem Statement: Under the Obama Administration Guidelines Department of Education needed to move to open platforms and this challenge included moving all content management applications to Drupal which was new and had many risks associated with security at the time of implementation

Problem Statement: USPS Marketing Database and its campaign management had been outsourced to two external companies and USPS wanted to take that responsibility back but was having trouble taking over the project due to many technical and documentation related challenges

Problem Statement: Completely paper-driven processes had a huge cost and lack of electronic data didn’t provide efficiency, transparency, and automation opportunities and USPS needed to transform the commercial channel

Problem Statement: There was a $1.6Billion fraud predicted in the Commercial channel for mail and parcels and there was no data-driven risk-based program at OIG and OIG needed SMES and Data experts to develop such a program

Problem Statement: USPS Commercial business channel management, needed extensive digital transformation to be able to measure the performance of the organization and its KPI to cut costs, improve service delivery, improve customer experience and develop new products.

Problem Statement: Paper driven postage, verification acceptance, entry, induction processes. Lack of visibility about customers, products, and service usage and very high cost of manual processes and manual workflows.

Problem Statement: Too many un-sustainable products and services with a high cost of maintenance and negative and confusing customer experience.

Problem Statement: As parcel volumes and international mail is growing, the Post needed an audit and expert advice and consulting services that can help it become western Africa’s hub for eCommerce.

Problem Statement: Large shippers who use USPS for the last mile for parcel and Shipping products have consistently paid less or paid late with verification failures and there are millions of dollars involved in revenue assurance leakage of parcels every year.

Problem Statement: Extensive labor costs, lack of visibility into induction, and lack of early-late reporting to clients were big issues for RR Donnelly. The lack of integration between the TMS, pool management, and induction appointments created additional operational inefficiencies.

Problem Statement: Lack of integration between SAP and USPS B2B interfaces caused time-sensitive mail delivery notifications for early or late delivery to be provided after the fact. Vertis’s million-dollar clients like a big insurance company and a large US bank required proactive notification by Vertis on early late deliveries.

Problem Statement: Legacy Accounting System had too many incomplete workflows, manual processes, and reporting issues for both A/R and A/P driving extensive labor costs and creating a risk to the business.

Problem Statement: Many of Assurety’s clients wanted to optimize their multi-stop transportation management because it was requiring an extensive number of people and hours to manage the process manually.

Problem Statement: Congress passed a law requiring the USPS to develop an independent service quality measurement system and share its reports with the commercial mailing and shipping industry

Problem Statement: Only a single Marketing database existed that used data from a single Sales system. Not enough information, insights on customers, and marketing campaign management.

Problem Statement: USPS needed a digital strategy to maintain relevance and develop new sources of revenue in the digital economy.

Problem Statement: USPS loses at least $3 for every first failed delivery attempt and there are millions of failed attempts per year causing the USPS several hundred million dollars per year in failed first attempt costs.

Problem Statement: Manual inventory management was costly, and fraud was hard to catch. A sports retail organization wanted to track inventory through RFID technologies and automate. Improved processing times for sortation & handling.

Problem Statement: All modules of the ERP that the Emory University School of Medicine used were siloed creating a lack of transparency and reporting for the organization.

Problem Statement: The Student module of the Schools ERP required modifications and the original vendor wasn’t responsive putting admissions efforts of the school in jeopardy.

Problem Statement: Legacy Accounting System had too many incomplete workflows, manual processes, and reporting issues for both A/R and A/P driving extensive labor costs and creating a risk to the business.

Problem Statement: Legacy banking system with over 83 software versions for each of the largest customers of MBS, made the management of the software impossible and expensive and kept the very old Microsoft VB ad Access technology outdated for the new world.

Problem Statement: Bank wanted to develop a risk-based fraud detection technology platform that could predict and identify fraudulent credit card transactions.

Problem Statement: iRhythm Technologies relies on reverse logistics for ZIO, their single-use ambulatory cardiac monitoring system. Slower than expected transit times became an issue, as doctors and patients eagerly awaited test results. The company expected to add at least one new intake facility to improve transit times.

Problem Statement: During the George W. Bush administration, Congress passed a law requiring USPS to gather data and track average delivery times, and to create incentives for the mailing industry to either invest more work-share or pay additional fees to maintain USPS cash flow…

Problem Statement: Canada Post Corporation (CPC) sought a digital strategy for a new Mail Visibility and digital marketing platform. The new program would need to help CPC’s commercial customers reach their customers in new ways with targeted marketing and allow for future digital product offerings. The system needed to capture and communicate scanning data in real time and integrate the new digital marketing platform with existing structures. Due to the critical nature of mail delivery, there could be no interruption in service to CPC customers during the rollout of the program, so interdependencies and risks needed to be managed upfront.