November 2013
| Business World Magazine | 167
ny had no real idea what it was spending
on freight distribution and in what areas
those costs could be reeled-in.
UNTIL NOW, THAT IS.
“They were forecasting not based on
what’s actually happening, but based on
the same theory as last year, or an average
of the last three months,” says Read. “We
don’t think that’s acceptable. We want to
arm our clients with real-time visibility
for everything that’s happening on their
account numbers. Not just to be able to
forecast what their freight spend is, but so
they know what they don’t know.”
Also privy to the increased logistical
efficiencies are those companies who have
relationships with the clients that Agistix
serves – for example, consider the case
involving a Fortune 500 company based
in Omaha, Neb. with annual net sales of
$18 billion.
Through working with Agistix, the
company was able to impart a greater
quality of service to its customers (which,
in this case, included a variety of restau-
rant franchises) – the status of an order
number could now be accurately tracked
without having any previous knowledge
of its original warehouse, its carrier, or the
