BARILLA SpA (A) Table of Contents Part One: Executive Summary 3 Part Two: Immediate Issue 4 Part Three: Systemic Issues 4 Part Four: Qualitative Analysis 5 Part Five: Alternatives 6 Part Six: Recommendation 8 Part Seven: Recommendations Implementation Plan 9 Part Eight: Monitor and Control 10 Part One: Executive Summary In order to respond to extreme demand variability and incidents of high stock out rates Barilla is currently applying pressure to both its’ manufacturing and logistics
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Donnagold Lerit CEO – Serene Golden Spa U2208 Cityland Vito Cruz II Manila Bonifacio High Street‚ Taguig City Introduction: “We are the home of nail experts‚ wellness and relaxation.” At Serene Golden Spa‚ we pride ourselves in offering the ultimate and excellent nail care services and spa treatments for women‚ men and kids amidst a cozy‚ relaxing atmosphere. Total well-being is our prime focus because we aim to make our clients pampered and positively nurtured‚ leaving them happy and
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all come to one place to seek help‚ the spa. Today’s spa is a center for healing and nourishing mind‚ body‚ and spirit. People go to spas for fitness‚ stress management‚ peace of mind‚ pampering and pleasure‚ and health and wellness. Spas are everywhere. According to the International Spa Association (ISPA)‚ the number of spas in the United States grew at an annual rate of 21% from 1995-1999 and continues to show strong growth. The size of the U.S. spa industry in 2001 was estimated at 9‚632 locations;
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Barilla SpA is suffering from a problem of their own making - their distribution system is overly complex. That complexity is causing them to be unable to respond to their widely varying customer demand. Their customers‚ distributors‚ are forced to hold high inventories while simultaneously enduring stockouts on average of 7%‚ all because Barilla can’t rationalize their own processes to handle variability in demand. Barilla’s manufacturing process is long and inflexible. Given the high variability
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Large scale advertising programs promotions. Also‚ selling in cardboard box with a recognizable color pattern created strong brand name recognition and image for their pasta. Enjoyed a strong brand image in Italy * Product mix Fresh products - 21 day shelf life Dry products - long shelf life 18-24 months‚ medium shelf life 10-12 weeks (75% of Barilla’s sales) 800 dry SKU’s; 470 pasta SKU’s from 200 pasta shapes. Pasta SKU differentiation by packaging. * Plans to exploit new market opportunities
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timeless space‚ where you can relax‚ reflect and revitalize with your escape spa experience…balance‚ relaxation and rejuvenation are the goals of our treatments‚ programs and products for your mind‚ body and spirit escape is devoted to enhancing your well-being…allow our highly skilled professional staff to take you on a journey of the senses we welcome you to arrive early prior to your scheduled time of service to enjoy your spa experience and be as relaxed as possible before your treatment info
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Barilla’s pasta supply chain suffers from classic bullwhip-effect problems: High inventory levels maintained at each level of the supply chain; frequent stockouts at the distribution level; demand variability exaggeration up the chain‚ and aggravated by constant sales promotions‚ Full Truck Load(FTL) and other volume incentives; and a lack of information on which to forecast demand. In addition‚ the increasing variability of Barilla’s dry pasta product (about 800 SKUs) intensifies all the problems
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SERVICE INNOVATION: CASE STUDY ON SPA AND MED BEAUTY AT THE SAUJANA YUSMANI BINTI MOHD YUSOFF Research report in partial fulfillment of the requirement for the degree of Master of Business Administration UNIVERSITI SAINS MALAYSIA 2010I ACKNOWLEDGEMENT BISMILLAHHIRRAHMANNIRAHIM. Praise is to ALLAH SWT‚ the most Gracious and most Merciful. The completion of this thesis would not have been a success without the efforts‚ guidance‚ and assistance‚ prayers of all the individuals and groups
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Problem/Situation Merloni Elettrodomestici SpA (Merloni) is a major Italian manufacturer of built-in and freestanding Home appliances. Merloni’s distribution network consists of five manufacturing plants‚ a centralized warehouse‚ and seventeen regional warehouses. During the past few years‚ Merloni has been successful in implementing programs that have significantly reduced production-planning lead times and decreased inventory levels. Particularly‚ with the implementation of an A-B-C inventory classification
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Global Supply Chain Management Barilla SpA Case Discussion Questions 1-a The underlying causes of difficulty that the JITD program was created to solve were stock outs and high levels of inventory. These were both caused by demand uncertainty. There were several inefficiencies due to demand uncertainty; there were long lead times and it was costly for Barilla to try and quickly produce their products. They had poor forecasts due a poor flow of information which led to a bullwhip effect
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