List of Distribution One V2 ERP Customers
Mount Laurel, 8054, NJ,
United States
Since 2010, our global team of researchers has been studying Distribution One V2 ERP customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased Distribution One V2 ERP for Distribution ERP from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using Distribution One V2 ERP for Distribution ERP include: Krayden Inc., a United States based Distribution organisation with 120 employees and revenues of $12.0 million, Southern Fastening Systems, a United States based Distribution organisation with 100 employees and revenues of $12.0 million, Colorado Industrial Packaging, a United States based Manufacturing organisation with 50 employees and revenues of $5.0 million and many others.
Contact us if you need a completed and verified list of companies using Distribution One V2 ERP, including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the ERP Financial Management software purchases.
The Distribution One V2 ERP customer wins are being incorporated in our Enterprise Applications Buyer Insight and Technographics Customer Database which has over 100 data fields that detail company usage of ERP Financial Management software systems and their digital transformation initiatives. Apps Run The World wants to become your No. 1 technographic data source!
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight |
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Colorado Industrial Packaging | Manufacturing | 50 | $5M | United States | Distribution One | Distribution One V2 ERP | Distribution ERP | 2009 | n/a |
In 2009 Colorado Industrial Packaging implemented Distribution One V2 ERP to centralize transactional processing for its manufacturing and distribution operations. The deployment targeted the Distribution ERP category and was configured to support core distribution and finance workflows across the companys operational footprint.
The Distribution One V2 ERP implementation included standard distribution modules such as inventory management, order management, purchasing, accounts payable and receivable, general ledger, and basic warehouse management. Configuration work emphasized role based security, transaction batching and document generation to align system controls with shop floor and back office tasks.
The rollout covered operations, warehouse, sales order processing and finance teams within the 50 employee organization, placing the application as the primary system of record for product movement and financial posting. The source does not specify external integrations, so the implementation narrative focuses on internal system adoption and department level transaction flows rather than third party connectors.
Governance and process changes were organized around centralized transaction control and standardized workflows, including permission matrices and documented operating procedures to support operational consistency. Distribution One V2 ERP served as the structural backbone for inventory accuracy, order fulfillment and financial accounting within Colorado Industrial Packaging after the 2009 implementation.
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Krayden Inc. | Distribution | 120 | $12M | United States | Distribution One | Distribution One V2 ERP | Distribution ERP | 2009 | n/a |
In 2009, Krayden Inc. implemented Distribution One V2 ERP. The rollout targeted core distribution operations at the 120 employee distributor, aligning with Distribution ERP functional priorities such as inventory accuracy, order lifecycle control, and purchasing workflows.
Implementation work focused on configuring Distribution One V2 ERP modules for inventory management, order processing, purchasing, warehouse transaction handling, and basic financial posting, with master data hygiene and transaction mapping executed during the project. The deployment emphasized operational transaction workflows, pick and pack processing, and transactional reporting common to distribution ERP deployments.
Operational coverage included distribution operations, warehouse staff, purchasing, and finance teams, supporting day to day order fulfillment and procurement processes across Krayden Inc. The source does not specify external system integrations, so the observable scope centers on core application configuration and departmental process capture.
Project governance and cutover were driven by a cooperative vendor engagement, reviewers noted transparent planning and responsive support from the Distribution One team which enabled a smooth cutover. The customer recommendation was to engage Distribution One's team early and closely during cutover and project planning to replicate the favorable outcome.
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Southern Fastening Systems | Distribution | 100 | $12M | United States | Distribution One | Distribution One V2 ERP | Distribution ERP | 2016 | n/a |
In 2016 Southern Fastening Systems implemented Distribution One V2 ERP. Distribution One V2 ERP became the company's Distribution ERP platform supporting core financials and branch operations across Accounting, Purchasing, Corporate Sales Support and Human Resources. The deployment centralized transaction processing for accounts payable and accounts receivable and provided a consistent platform for Corporate Customer Liaison and Branch Liaison activities.
Functional configuration focused on modules typical of the Distribution ERP category, including accounts payable, accounts receivable, purchasing, sales order processing, inventory control and basic HR administration. The implementation included workflows for A/P and A/R troubleshooting, purchase order lifecycle management, and corporate sales support processes that intersect with supplier diversity and business development responsibilities. Pricing and order processing controls were configured to support branch level sales while maintaining corporate fiscal controls.
Operational scope covered corporate headquarters functions and branch operations with designated Branch Liaison and Corporate Customer Liaison roles responsible for day to day system stewardship. Governance emphasized role based responsibilities for Accounting, Purchasing and interim branch management to streamline ticketing and escalation for transaction troubleshooting. Integration points are not specified in the source data, so system interactions beyond internal Finance, Purchasing and Sales workflows are not described.
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