Sourced Results From Real Operations

Limited work-in-process visibility and long lead times across a valve assembly operation with millions of part variations.

An annual review revealed roughly $40 million in pharmaceutical inventory the pharmacy could not reliably track—driving manual counts, expired stock, and stockouts that put patient care at risk.

Scientists, chemists, and manufacturing associates spent time on non-value-add material handling and paperwork, slowing the flow of raw materials to R&D and limiting PCR test-kit production.

Fanatics wanted a best-in-class checkout and more accurate, more frequent inventory counts across its sports-merchandise stores to keep up with high fan expectations on game day. Traditional barcode-based inventory counts took 6–8 hours per store, limiting how often staff could run them and leaving the business with outdated stock data between cycles. At the point of sale, associates were tied to the register processing each item individually—unable to help fans browsing the floor during high-traffic game-day events.

Manual barcode scanning and system updates limited visibility into each boat's progress through production, creating bottlenecks and wasted time locating in-process vessels across two plants.

DRMP needed to track and manage high-value surveying equipment—cameras, drones, and LIDAR scanners—as it traveled to worksites across multiple states, without manual counts and serial-number logging.