Explore the origins of Scope. Our multi-part blog series reveals the development of the digital Standard for logistics. All chapters at glance:
The first collaborative project was called AES.net, an application that allowed users to submit export declarations via ATLAS. The software was sold as a prepaid solution, installed locally on users' computers. Export applications were stored and validated locally before being sent to a Riege server via an online connection. The server then forwarded the messages to ATLAS. Incoming messages from ATLAS were stored on the server, and the client regularly checked for updates – a system that worked almost exactly like email does today.
AES.net adopted the colorful look of Windows XP, full of bright, cheerful hues. Many users loved it, perhaps precisely because of its vibrant appearance. But more importantly, it marked a crucial step in the right direction. Christian Riege recognized the potential, at least in the client. Marrying this client with a real EJB server – now that was a concept with promise.
AES.net became the foundation for what is now marketed as Scope ATLAS Kompakt – still a prepaid model, but no longer a local installation. Instead, it operates via HTTPS over the internet, hosted in the cloud. Yet, this was only the beginning, still far removed from what is now known as Scope, the digital standard for logistics.
In the spring of 2003, Riege partnered with another company offering logistics software. This partner faced a similar issue: an aging product built on IBM AS/400, which was making it increasingly difficult to attract new customers. The logical solution was to collaborate rather than compete and jointly develop a new product. For Riege, already well-regarded for its air freight expertise, this partnership also presented an opportunity to strengthen its sea freight capabilities.
The first module focused on creating a tool for submitting notifications to the systems of Germany's two major seaports, Bremen/Bremerhaven and Hamburg. The results were mixed at best. While Riege, as an owner-managed company, could operate with considerable independence, its partner was constrained by a board of directors and their expectations for deliverables and timelines.
After three years of collaboration, Riege decided in the spring of 2006 to end the partnership. Christian Riege had always pursued the best and most forward-looking solutions. When he introduced a functionality he deemed indispensable for the future, it became clear that it would require yet another overhaul of the database management systems. This was where opinions diverged. The partner argued that the functionality was unnecessary; for Christian Riege, it was essential. Knowing when to pull the plug and hit the reset button is a critical skill. The decision was made to split the source code developed up to that point and go separate ways.