A Late Resin Delivery Can Idle Any of Amcor's 400 Production Lines

Every carrier in the Amcor network knows when their loads will arrive. Your teams should too.

One late delivery ripples past the plant floor. Finance adjusts accruals, a retail customer tracking OTIF logs a penalty, and your sales team explains a broken delivery promise. Multiply that across 400 facilities now operating as one network, and you can’t tell which sites are costing the most or why.

Measure the Impact

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400 Facilities Making Decisions Without the Right Data

The merger made these problems impossible to ignore.

JD Edwards confirms the PO. Nobody confirms the truck: Planners build production schedules off PO confirmations. The only way to get a truck’s actual location is a phone call to a regional carrier. When that call doesn’t come back before the shift ends, the schedule is already wrong.
$325M carrier renegotiation without the numbers: The procurement team is renegotiating carrier contracts across the combined network with no way to compare carrier performance by lane, facility, or mode. What they have are invoices and anecdotal feedback.
Every site runs its own yard. Nobody sees the total cost: Detention charges build up facility by facility. There’s no way to compare which sites are generating the most waste or benchmark operations across the full network.
19,000+ customers and no warning before a delivery misses its window: The service team typically finds out about a delay when the customer calls. By then the delivery window is closed and the chargeback is already processing.

400 Facilities With the Data to Act

Production Risk The Renegotiation Detention Costs Late Deliveries

Production Risk

Challenge: Planners build production schedules off PO confirmations and phone calls to regional carriers. The coordinators making those calls spend hours on them every day.

Solution: An AI agent contacts your carriers automatically to confirm pickups, validate ETAs, and flag delays. Your coordinators stop making check calls, your planners see live inbound ETAs, and only the exceptions that need a human decision reach a person.

Impact:

Church & Dwight saved 25 hours per week after automating carrier communication. Coca-Cola cut carrier response times from 90 minutes to seconds.
When an inbound delay threatens a production run, your planners know before the shift starts. That early warning is the difference between a schedule adjustment and a premium freight charge.

The Renegotiation

Challenge: The carrier renegotiation is one of the biggest cost-saving opportunities in the merger. Your procurement team needs to walk into those conversations with carrier performance evidence, and right now nothing they have holds up in a rate negotiation.

Solution: FourKites connects to your carriers directly, so carrier performance across both legacy networks shows up in one independent, trusted dataset whether your TMS systems are consolidated or not. Your procurement team compares every carrier by on-time rate, dwell time, and cost per lane.

Impact:

Your procurement team has documented performance data for every lane. Rate conversations move from estimates to evidence.
Brown-Forman used this data to validate detention and demurrage charges, dispute inaccuracies, and identify patterns of excessive accessorial costs across their carrier base.
Conagra used it to assign the right carriers to the right lanes based on actual performance at each facility.
Both legacy carrier bases can be compared side by side. Overlapping lanes and redundant carriers become obvious, and so do the consolidation savings the merger made possible.

Detention Costs

Challenge: Every facility manages its yard and dock operations differently. Without a way to compare them, detention costs, truck wait times, and dock utilization are all site-level problems with no network-level answers.

Solution: Automated tracking shows your yard supervisors where every trailer is without walking the lot. Dock schedules adjust automatically as inbound ETAs change. Carriers schedule against actual dock availability, and gate check-in happens in seconds through self-service kiosks. Detention cost data is comparable across every site in the network for the first time.

Impact:

Detention costs become measurable at every site, which means they become reducible. Trane Technologies eliminated nearly all of its $2.69M in annual detention costs at two sites. Amcor has hundreds of manufacturing and distribution facilities where the same opportunity exists.
Gate processing drops from minutes to seconds. Kimberly-Clark automated 83% of their site volume through kiosk technology, cutting average check-in time from 8-10 minutes to under two minutes.
Operations leaders can benchmark facility performance across the full network and see which sites need attention first.

Late Deliveries

Challenge: Amcor ships to 19,000+ customers, many enforcing OTIF. The chargeback is automatic, but the internal response isn’t. By the time customer service, sales, and finance are all aware, the penalty has already been processed and recouping the payment is nearly impossible.

Solution: An AI agent watches every outbound shipment and answers “where is my order?” inquiries through email and portal, 24/7. When a delivery is at risk of missing its window, your service, sales, and finance teams all know before the customer calls allowing for proactive responses to avoid penalties.

Impact:

Your customer service team stops fielding delivery status calls and emails manually. Graphic Packaging International eliminated 40 emails and 2-3 hours per person per day.
Your team sees at-risk deliveries early enough to act on them. The conversation with customers shifts from “why was this late?” to “here’s what we did to recover and here’s our new ETA.”
Your sales team knows about a late delivery before the customer does, with time to pick up the phone first.

The Results at Manufacturers Who Solved This First

Trane Technologies

Trane Technologies had detention costs accumulating across their manufacturing and distribution sites with no clear data on where the charges were concentrated or why. After digitizing their yard operations, they got site-level data on dwell time, dock utilization, and detention drivers for the first time. They set up weekly operational reviews and started applying the same approach across additional sites.

“FourKites’ yard analytics and performance dashboards helped us eliminate almost all of our annual detention at two sites, reducing costs by 98.6%. We implemented proactive monitoring with weekly operational reviews, and we’ve applied these strategies across additional sites.” — Trey Hendricks, Director of International Logistics Operations, Trane Technologies

Why This Matters for Amcor: Trane’s two sites accounted for nearly $2.69M in detention costs. Amcor has hundreds of manufacturing and distribution facilities where the same opportunity to measure and reduce detention exists.

Church & Dwight

Church & Dwight’s transportation coordinators were spending 25 hours per week on carrier check calls, status emails, and load tracking. After deploying an AI agent to handle carrier communication, that work runs automatically. Coordinators focus on the loads that actually need human judgment.

“FourKites’ AI agent Tracy automated our tracking responses, potentially saving 25 hours per week by handling load status inquiries 24/7. AI handles routine communication and data cleanup automatically, letting our team focus on strategic priorities.” — Suzanne Evans, Transportation Technology Manager, Church & Dwight

Why This Matters for Amcor: Transportation coordinators across Amcor make the same check calls Church & Dwight eliminated. Twenty-five hours a week, times hundreds of sites.

Graphic Packaging International

Graphic Packaging International, a paper and packaging manufacturer with 100+ facilities, was burning hours every time a customer asked where their truck was. They embedded FourKites tracking links directly into SAP. Now the answer is one click.

Quote: “Customer purchasing agent is curious where their truck is. Calls the GPI sales agent, who calls GPI customer service, who calls our team… could be multiple hours and they might say, yeah, we’re an hour out, we’re right on time. And you’re like, I just burned up a lot of people’s time across both organizations just to figure out we’re good.” — Michael Browne, Vice President of Procurement, Graphic Packaging International

Why This Matters for Amcor: Amcor ships to 19,000+ customers. When a customer asks where their order is, someone has to find the answer. GPI put tracking data where everyone could find it without having to call anyone. At Amcor’s volume, the hours add up fast.