Barilla JITD Program
1. Diagnose the underlying causes of the difficulties that the JITD program was created to solve. What are the benefits and drawbacks of this program?
Just In Time Distribution is a unique idea that the logistics director wanted to implement at Barilla. It was in response to the significant fluctuations in sales demand that Barilla was experiencing from their distribution centers. Exhibit 12 in the case shows how volatile the ordering could be. It looks very unpredictable using their current method of distribution, which is causing excess inventory and stockouts. By nature, their pasta products experience waves of high and low demand. Seasonal and promotional fluctuation was making it hard for Barilla to correctly forecast demand from their distributors. Furthermore, distributors did not have effective forecasting methods. They simply ordered their shipments when their stock was getting low. Barilla had no minimum order quantity nor did they have standing orders with distributors. Essentially, JITD was created to better supply distributors with their product to eliminate stockouts and excess inventory. Stockouts cost the company valuable sales revenue when demand cannot be met and excess inventory results in additional holding costs. The major benefit to JITD is a steady revenue stream after demand fluctuation is mitigated.
2. What conflicts or barriers internal to Barilla does the JITD program create? What causes these conflicts? As Giorgio Maggiali, how would you deal with these?
Support organizations within Barilla met the JITD proposal with resistance. Marketing and Sales departments each had separate concerns. If Barilla had an internal disruption in production such as a strike, distributors would have no excess inventory and stockouts would be likely. The Sales team pointed out that promotional periods would not have a place in this new supply chain model. Also, with a lack of inventory in the distributors holding area, there was a concern
Just In Time Distribution is a unique idea that the logistics director wanted to implement at Barilla. It was in response to the significant fluctuations in sales demand that Barilla was experiencing from their distribution centers. Exhibit 12 in the case shows how volatile the ordering could be. It looks very unpredictable using their current method of distribution, which is causing excess inventory and stockouts. By nature, their pasta products experience waves of high and low demand. Seasonal and promotional fluctuation was making it hard for Barilla to correctly forecast demand from their distributors. Furthermore, distributors did not have effective forecasting methods. They simply ordered their shipments when their stock was getting low. Barilla had no minimum order quantity nor did they have standing orders with distributors. Essentially, JITD was created to better supply distributors with their product to eliminate stockouts and excess inventory. Stockouts cost the company valuable sales revenue when demand cannot be met and excess inventory results in additional holding costs. The major benefit to JITD is a steady revenue stream after demand fluctuation is mitigated.
2. What conflicts or barriers internal to Barilla does the JITD program create? What causes these conflicts? As Giorgio Maggiali, how would you deal with these?
Support organizations within Barilla met the JITD proposal with resistance. Marketing and Sales departments each had separate concerns. If Barilla had an internal disruption in production such as a strike, distributors would have no excess inventory and stockouts would be likely. The Sales team pointed out that promotional periods would not have a place in this new supply chain model. Also, with a lack of inventory in the distributors holding area, there was a concern