Synchronizing the World’s Largest Tool Network for Stanley Black & Decker

Stanley Black & Decker is more than a manufacturer; it is a global powerhouse recognized for iconic brands like DEWALT, BLACK+DECKER, and CRAFTSMAN. While famous for consumer tools found in garages worldwide, the company also maintains a massive, complex footprint across industrial manufacturing and high-volume consumer goods segments.

As an organization built on the principle of “making things better,” Stanley Black & Decker is constantly seeking internal refinements to better serve its global customer base. However, maintaining the world’s largest tool network requires more than just great products—it requires a world-class supply chain.

The challenge: Modernizing and breaking down silos

Historically, Stanley Black & Decker’s logistics operations were managed at the site level. While each location was high-performing, they operated as independent entities. Each site utilized its own manual workflows, leading to a fragmented network. Over time, the reliance on disparate data presented a major hurdle.

Leadership lacked real-time visibility into shipment statuses and, more importantly, had no clear view of total landed costs. Without a unified system, maintaining a consistent route guide or ensuring compliance across the network was nearly impossible. Decisions were often made based on each site’s preference rather than a systematic strategy for the overarching company.

“We had world-class sites operating independently, but we knew our next level of growth required a more cohesive strategy,” says Ben Bauman, Manager - Global 4PL Logistics. “We needed a partner that could provide the technology to see our network clearly so we could drive consistent carrier assignment and consolidation of orders.”

The solution: Connecting the Stanley Black & Decker network

To solve these challenges, Stanley Black & Decker chose C.H. Robinson to implement an integrated solution centered on a proprietary global transportation management system (TMS). To minimize operational disruption, C.H. Robinson executed a strategic, site-by-site rollout across 12 North American locations.

A systematic approach to execution

The transition moved Stanley Black & Decker away from manual processes and toward a state of API-driven connectivity. This shift provided a real-time window into the entire network with dynamic, real-time dashboards.

• Automated routing: C.H. Robinson replaced manual carrier selection with a systematic routing guide. This allows corporate leadership to dictate the overarching strategy while ensuring flawless, automated execution at each site.
• Mode optimization: Utilizing the C.H. Robinson customer platform, the Stanley Black & Decker system now automatically selects the most efficient mode—parcel, LTL, full truckload, or intermodal—based on real-time needs rather than personal preference.
• Blended procurement: Because C.H. Robinson manages the procurement process for the entire North American operation, there is a solid blend of legacy carrier relationships from Stanley Black & Decker with the expansive C.H. Robinson contract carrier network to ensure a best-fit approach for every lane.
• Continuous refinement: The route guide is no longer static; it is refined annually (or more frequently) based on performance data, allowing for evidence-based conversations with carriers.

Strategic innovations that went beyond initial implementation

1. LTL pooling project

By diving deep into TMS data, C.H. Robinson engineers identified a significant opportunity to consolidate long-haul less than truckload (LTL) shipments. By identifying shipments moving across similar regions at similar times, the team engineered a pooling model.

This involved collaborative process mapping between site stakeholders and the C.H. Robinson supply chain engineering team. Following a successful pilot and a mini-procurement event to secure the right capacity, the pooling model was integrated into the daily workflow. This turned a complex, manual consolidation task into a repeatable strategic advantage for the entire region.

“C.H. Robinson didn’t just hand us a software login; they became an extension of our team,” says Ben Bauman. “The pooling project is a perfect example—they identified an opportunity for advanced consolidation that we didn’t know we had and engineered a solution that wouldn’t have been possible without their TMS and engineering expertise.”

2. Digitalizing air spot quotes

Stanley Black & Decker previously managed air spot quotes via manual spreadsheets and emails, resulting in limited visibility and operational friction. C.H. Robinson modernized this by implementing a spot bid workflow within the TMS, automating quote requests, bid collection, and carrier selection.

This transition, supported by C.H. Robinson-led training and change management, delivered over $957K in savings in the first two years, and an additional savings continuing to accrue. To further optimize the process, C.H. Robinson:

• Integrated EDI connectivity with forwarders to automate data flow and tracking.
• Developed custom dashboards to provide real-time visibility into air freight carrier performance and spend.

The success of the spot bid implementation has served as a proof of concept for Stanley Black & Decker, which is now transitioning its entire global air freight operation into the TMS.

3. The future: AI logistics orchestrator

To further scale these efficiencies, C.H. Robinson and Stanley Black & Decker are developing and piloting new AI agents that align with the C.H. Robinson Lean AI approach. These agents will remove manual work that occurs across the planning and optimization phases. These activities will be executed autonomously and will be available 24/7.

The results: Performance by the numbers

The shift from a decentralized execution model to a unified, systematic strategy has yielded transformative results for Stanley Black & Decker.

• Successfully drove route guide compliance to a robust 83% across all participating sites.
• Delivered over $8M in savings, exceeding initial savings targets by 40% in the second year through a combination of procurement RFPs, truckload optimization, and mode shifting.
• Eliminated manual freight audit and tracking tasks, allowing Stanley Black & Decker internal teams to shift their focus toward high-value strategic activities.
• Achieved real-time visibility, transforming data from a “rear-view mirror” invoice check into a proactive decision-making tool.
• Established a strategy that allows the corporate office to dictate routing logic while ensuring flawless execution at the site level.

“The transition to a systematic routing guide was a game-changer. We moved away from 12 different sites doing 12 different things and moved toward a single strategy. Now, the data dictates our decisions, measures carrier performance and monitors compliance real-time” says Ben Bauman. “C.H. Robinson has helped us modernize our logistics network and provide visibility at a level which provides a competitive advantage.”

What’s next: Scaling innovation

The success of the North American rollout has created a blueprint for the future. Stanley Black & Decker plans to scale this TMS connectivity and the C.H. Robinson relationship to additional site locations, including international facilities.

“This journey with C.H. Robinson began with a need for visibility, but it has evolved into a shared vision for a smarter, more resilient future,” says Ben Bauman. “We haven’t just optimized a network; we’re creating a foundation for continuous innovation that ensures we are able to deliver to our goals and support the organization’s needs.”