Two years ago, Single Source Inc.'s purchasing department was facing difficult challenges. Sometimes the Darien, Illinois-based correctional food distributor's inventory was too high and languished in the company's third-party logistics providers' warehouses. Other times, inventory was too low, leaving orders unfilled and customers waiting.rn"We either wound up with a lot of extra inventory or not enough," says Robert Newhart, vice president and CIO for Single Source, which moves an average of 11 million pounds of food per employee for 800 customers annually. With 22 employees and nine 3PL warehouses, Single Source outsources its transportation component to three major carriers that move its products throughout 43 states.rnDue to the complex nature of its supply chain and the high volume of orders that it fulfills annually, Single Source was more than ready for an Enterprise Resource Planning (ERP) implementation to bring it into the new millennium.
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机译：两年前，Single Source Inc.的采购部门面临艰巨的挑战。有时，总部位于伊利诺伊州达里恩的矫正食品经销商的库存太高，并在公司的第三方物流提供商的仓库中停滞了。有时，库存太少，订单无法履行，客户等待。rn“ Single Source的副总裁兼CIO Robert Newhart说，我们要么库存过多，要么库存不足。”每位员工每年可为800位客户提供100万磅食品。凭借22名员工和9个3PL仓库，Single Source将其运输组件外包给三大主要承运商，这些产品将其产品运往43个州。由于其供应链的复杂性以及每年要履行的大量订单，Single Source更加而不是准备将企业资源计划（ERP）实施带入新的千年。
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