“IPEX brought DLS in at a hard moment. Hamilton Kent had just gone through an SAP transition the team wasn't set up to absorb, and the EWM template in place didn't fit how the operation actually had to run. By the time the gaps were clear, inventory was off, warehouse processes had stalled, and a customer order backlog had built up while the organization found its footing. The people on the floor sensed it. What they didn't have was the visibility to fix it in time.

DLS got to work on the floor. They ran physical inventory counts, walked the operation with our people, documented how work was really moving, and went through the processes hands-on with operators. The crew doing the job every day, the ones who can tell in five minutes whether someone understands the work or is just visiting, respected them. By the end of the engagement the backlog was clear. For a customer-facing operation that had been falling behind, that's the result that counted.

The wider scope was the full IPEX S/4HANA and EWM transformation: getting the organization ready to go live across a 30-facility North American network with Uber Freight as the TMS. DLS built the functional playbook, owned the change management program, and produced the business requirements the integration team worked from. The go-live date moved, the way it does on programs this size, but the foundation they laid held up.

They showed up when things were hard, worked next to the people doing the job, and left the operation better than they found it. That's what I'd tell anyone considering them.”