you should pharaprase the case study in your own words and makeit simple business words , and as you can see their are 10 parts sowhen you are going to pharaprase it pleasemention  its  for which part exactly so i canunderstand.

Part1 AGCO Corporation is a global leader inthe design, manufacture and distribution of agricultural equipmentoffering a full range of solutions under the core brands ofChallenger, Fendt, GSI, Massey Ferguson, and Valtra. Over theyears, AGCO has been an extremely acquisitive company on a globalbasis.

Part2For many years, the supply chainoperations continued to get more and more complex as the companygrew. The initial focus on operational synergies was focused onproduction and purchasing. AGCO was migrating to a global equipmentplatform where they could build similar products around the worldwith a global supply base.

Part3An initial conclusion was that inboundmaterial logistics and freight management should not be run asseparate operations. There were synergies that could be captured byrunning these operations together on a globally integrated basis.AGCO was also looking for a global transportation strategy thatwould be fully implemented across all regions by 2018. The regionalteams were brought together to discuss strategy and define a futurestate

Part4The company also engaged in SCORtransportation benchmarking to provide an objective view of theirregional and global capabilities. “We knew we needed company-widebuy-in based upon company-wide involvement, “Mr. Toornman said.“The regions were involved in designing the future vision and thedecision making. We needed to make sure everyone was on board. Thiswas very important! So, as we looked at our options” to improve thetransportation process.

Part5They knew the final solution was likely tobe a globally integrated transportation management system (TMS)capable of running in all regions of the world, a 3PL providingmanaged transportation services (which also relies on TMStechnology), or a blended solution that was bit of both. Gettingeveryone on board upfront would help AGCO avoid customization andinefficiencies based on a lack of alignment. In 2013, theirbusiness case to work with 4flow in Europe was approved.

Part6Within 18 months, the solution was up andrunning across the continent. 1500 suppliers were using a portal toschedule shipments to AGCO factories or warehouses used to supportinbound shipments to the factory lines and aftermarket distributioncenters. The suppliers submit their transportation orders (loaddetails/destination) into the 4flow system by 2pm each day. Oncethe 4flow Control Tower team receives the transportation data theyneed, they optimize the transportation plan for the following day’spick-ups.

Part7 Carriers then receive load tenders andconfirm back to the TMS. Suppliers then receive notifications fromthe TMS defining the pickup time that suppliers are asked to havegoods staged and ready to load on a trailer,or have filled drop andhook trailers for the following day. SAP’s Supplier NetworkCollaboration (SNC) solution is being integrated into the TMS tobetter optimize future inbound material flows, inventory levels,and costs. The savings have come in many areas.Strategic LogisticsPurchasing has been a potent source of savings, responsible forperhaps 25 to 30 percent of the reduction in freight costs. Whereasin manufacturing and purchasing, their global platform strategy isdriving to a reduced number of suppliers with bigger shares ofAGCO’s business, the opposite was true intransportation.  Part8More than 50percent of freight savings result from optimization. The solutionlooks to cube out or weigh out trailers, looks for loadconsolidation and mode shift opportunities, and designs multi-stopshipments. The multi-stop shipments look to combineless-than-truckload (LTL) shipments from different suppliers andincrease milk run utilization. This both drives down costsand carbon emissions.

Part9There are also saving and efficienciesfrom the self-billing functionality, which helps eliminate carrierovercharges and audit costs. When a carrier agrees to a rate on alane, that is what they are paid. The carriers’ create theirinvoices in the 4flow portal, where the invoice will be accepted ifit matches the negotiated rates that are in the route ratesheets

Part10 Demurrage and detention charges can bean exception. “But this is flagged up front.” If there is asupplier issue, AGCO can take the appropriate action. For example,maybe the supplier did not have their goods staged on time; AGCOcan charge them for the demurrage. One thing that is distinctiveabout the 4flow integrated TMS is that the same solution is usedfor both network design and day-to-day transport optimization.

Part11Going forward, AGCO is seeking to capturemore savings in this area. Many large shippers do network designprojects on a preset schedule. For example, a company may do themonce a quarter. But because Network Design is part of the samecodebase as the TMS, the 4flow team can do new network designs forAGCO on an as-needed basis.