See how commerce operators across food production, distribution, retail, and restaurants are transforming their businesses with CW Suite.
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CW Digital Employee Ops
Cascade Holdings
Cascade Holdings is a diversified commerce company operating a food-production facility, a regional distribution network, 18 company-owned retail stores, and a chain of 8 quick-service restaurants. Each business unit ran its own software stack: an on-premise ERP for manufacturing, a cloud WMS for distribution, a SaaS POS and retail-management suite for stores, and a separate restaurant-management system. The company employed six full-time IT staff dedicated to maintaining integrations between these systems, and executives still couldn't get a consolidated view of company-wide performance without a two-week manual reporting process. Financial close took 18 business days each month because data had to be extracted, reconciled, and consolidated from four different general ledgers.
Read case study Restaurant & QSRFuego Restaurant Group
Fuego Restaurant Group operates 32 fast-casual Mexican restaurants across the Southwest. With a food cost averaging 33.5% of revenue — 3.5 points above their target — the company was hemorrhaging margin. Over-prepping was the primary culprit: kitchen teams prepared ingredients based on static par levels that didn't account for day-of-week variability, weather, local events, or seasonal demand shifts. The company's 22% annual employee turnover compounded the problem, as new kitchen staff took weeks to learn prep quantities. Corporate had limited visibility into individual-location performance, relying on monthly P&L reviews that arrived too late to address issues in real time.
Read case study Retail & E-commerceUrban Threads
Urban Threads, a fashion-forward apparel retailer with 45 physical stores and a growing e-commerce channel, was losing an estimated $3.8 million annually to stockouts on best-selling items while simultaneously holding $2.2 million in excess inventory on slow-moving styles. Inventory was managed location-by-location with manual reorder points that hadn't been updated in over a year. The buying team relied on gut feel and last season's data to plan assortments, frequently over-indexing on trend items that didn't sell through and under-ordering core basics that drove the majority of revenue. Cross-channel inventory visibility was non-existent — the e-commerce team regularly oversold items that were sitting in store stockrooms.
Read case study Distribution & WholesaleMetro Distribution Co.
Metro Distribution Co., a regional distributor serving 1,200 B2B customers from three warehouse locations, was struggling with rising freight costs and declining delivery performance. Carrier selection was handled manually by a logistics coordinator who chose carriers based on relationships rather than data. LTL shipments were rarely consolidated, leaving trailers at 55-60% utilization on average. Customers complained about inconsistent delivery windows and a lack of real-time tracking. Meanwhile, the warehouse team was processing 3,000 picks per day with a 96.2% accuracy rate — good by industry standards, but the 3.8% error rate was generating $180,000 in annual returns and re-ships.
Read case study Food Production & ManufacturingGreenfield Foods
Greenfield Foods, a mid-size manufacturer of sauces and condiments producing 200+ SKUs across three production lines, was losing an estimated $2.1 million annually to raw-material waste and unplanned downtime. Their production planning was done in spreadsheets by a team of three planners who manually juggled demand forecasts, supplier lead times, and line changeover constraints. Rush orders from major retail accounts frequently disrupted the weekly schedule, causing cascading delays and additional changeover waste. Quality deviations were caught during end-of-line inspection — too late to prevent batch losses.
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