Program - Case Report I. Part 1: Executive Summary Barilla‚ the word’s largest pasta producer‚ is confronting with huge fluctuation on its production because the production is dictated by distributors’ orders. This variation leads to expand production price as well as piled up inventory at distributors’ depots. However‚ there was also stockout registered at retailers. My decision is to implement Just-in-Time-Distribution at Barilla‚ in order to reduce the demand fluctuation. Just-in-Time-Distribution
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http://www.slideshare.net/himadrisingha/barilla-spa-a-case-on-supply-chain-integration http://www.scribd.com/doc/22320494/Barilla-SpA http://www2.newpaltz.edu/~liush/MOIT/Barilla%20Case%20Study.pdf http://www.scribd.com/doc/7325445/Barilla-SpA-Case-Solution http://www.youtube.com/watch?v=PQgBY5wn0aE The Barilla SpA (Harvard Case) Qian Wang Tsai-Lan Huang Xiaoqing Ge February 2‚ 2000 Summary The JITD initiative at Barrila drew a lot of internal and external objections which
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BARILLA SpA (A)‚ (C) and (D) 1. Draw a flow diagram for Barilla dry products sold through distributors. Your diagram will have four major sections: Barilla production‚ Barilla Finished Goods Inventory‚ Distribution Centers‚ and grocers. Indicate the flows of both physical goods and information. At appropriate places on your diagram‚ collect any relevant statistics mentioned in the case‚ for example on inventories‚ lead-times‚ etc. Please refer to the following page (page 2 of this document)
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THE BARILLA SpA CASE [pic][pic] QUESTION 1: Observe Exhibit 12. What are the underlying causes and drivers that make order patterns to look this way? Provide a discussion on these causes/drives to show how they are causing the resulting demand pattern. Examples of items to consider include transportation discounts‚ promotional activity‚ product proliferation. The BARILLA case is an illustrative example where we can understand the effects of a phenomenon
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On 10/28/2016‚ at 1:55 p.m.‚ the Field Investigator arrived at Ultra Pro International‚ LLC to meet with the insureds Human Resources Manager‚ Ms. Maria Barillas for a recorded statement about Claimant Miguel Ramirez’s CT claim‚ which included Warehouse Manager‚ Enrique Jose Cantillo’s statement. Mr. Cantillo and Ms. Barillas each confirmed Claimant Ramirez’s full-time employment until his last day of work on 12/3/2015 when his Warehouse Shipping Supervisor position had been eliminated by upper
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shape of the pasta. For example “short” pasta products‚ such as macaroni or fusilli‚ and “long” products‚ such as spaghetti or capellini‚ were made in separate facilities due to the different sizes of equipment required. The manufacturing process at Barilla was very precise. Flour and water were mixed to form dough‚ which was then rolled into a long‚ thin sheet. Once the dough was rolled to the desired thickness‚ the dough was forced through a bronze die screen which gave the dough its shape. After
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BARILLO CASE In 1987 Brando Vitali‚ then Barilla’s director of logistics‚ had expressed strong feelings about finding an alternative approach to order fulfillment. At that time‚ he noted‚ "Both manufacturers and retailers are suffering from thinning margins; we must find a way to take costs out of our distribution channel without compromising service." Vitali was seen as a visionary whose ideas stretched beyond the day-today details of a logistics organization. He envisioned an approach that would
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BARILLA SpA (A) SUPPLY CHAIN MANAGEMENT – MODULE ONE Table of Content Contents Title Page 1 Table of Content 2 Executive Summary 3 Issue(s) Identification 4 Environmental And Root Cause Analysis 5 Recommendations 7 Implementation 8 Monitor and Control 9 Conclusion 9 Exhibits 10 Executive Summary Barilla SpA‚(A) is the largest producer of pasta in the world‚ making 35% of all pasta
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minimizes inventory and transportation cost on for both manufacturers and customers. For example‚ with respect to the Barilla issues‚ particular and specific production requirements made it difficult to catch up when pastas were backlogged‚ but holding excess inventory was a huge financial burden to the company. Under a successfully designed and implemented JITD system‚ Barilla would send just what each supermarket or grocery store needed‚ no more and no less. A major benefit of a JITD system
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Kuansuwan 5320221027 Chanusthida Khumsorn 5410221014 Sitanan Kanchongkittiphon 5410221020 Toyota Way : Group 4. Phan Chotikapanich Thinnapath Porung Chaiyos Choti 5410221009 5410221016 5410221024 Dirección de la cadena de suministro – Caso Barilla Chapter 16 Principle no.10 : Develop People and Teams Principle no.10 Outline :The Principle :Form vs. Function of Teams Developing Excellent Individual Work While Promoting Effective Team Work Launching a Toyota Facility in North America:
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