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In An Industry Notorious For Slow, Manual Processes In Which The Customer Often Takes A Back Seat To Operations, A Multibillion-Dollar Refining Company Recognized An Opportunity To Transform Critical Business Processes To Refocus On The Customer. At The Time, The Customer Service Team Was Stretched Thin Because Of The High-Touch, Manual And Paper-Based Processes. The Sales Team Operated With Very Little Information On Customer Activity, Inventory Positions And Contract Margins. There Was Very Little Connection Between The Refinery Distribution Operations, The Sales Team And The Corporate Functions And Systems.