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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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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Barilla Case Study 1. What are the reasons for the increase in variability in Barilla’s supply chain? The supply chain of Barilla is highly variable because of a number of reasons. One of the major reasons is the fact that the distribution network for the firm is complicated because of the involvement of middlemen who make the supply chain longer and complex. In order to have adequate supplies‚ the firm depends on forecasting models‚ which are improper‚ rather than depending on the distributors
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Giorgia Maggiali‚ head of materials management for Barilla‚ is developing and implementing the “Just-in-Time Distribution” program across the business. It is recommended Maggiali utilize sales reps to streamline and advocate for JITD at the store level. Work Directly with Internal and External Groups to Communicate Clear Vision In order to successfully implement a change in how business is conducted in any large institution‚ like the JITD system‚ it needs to overcome resistive forces from internal
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Pre-Analysis of the study 4 5. The analysis section 4 6. Recommendations 7 References 8 Lessons learned from the case 9 Meeting minutes 9 Case 1-3 Canyon Ranch Summary of the problem In spite of dramatic growth of the spa industry‚ little attention is still paid to information technologies‚ thus‚ operations remain low tech. As CIO at Canyon Ranch‚ based on the customer information available to Ranch Canyon‚ it is necessary to decide how to build effective customer relationship
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distributor operations to meet distributor demand.” One problem created by the presence of bullwhip effect upon barilla is possibility of stock out which results directly in loss of sales. So Barilla lacks the material time to be able to respond quickly to a certain type of pasta that has been stock out with their production process. Another problem created by the bullwhip effect is that Barilla as well as its distributors need to carry tremendous amounts of inventory to match/respond to the demand swing
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This has been attributed to the existence of unlicensed massage parlours which results in a budgeted pricing for each session. Secondly‚ the unlicensed massage parlours need not pay a hefty licensing fee to the Singapore Physiotherapy Association (SPA) and the employees are comfortable with rock bottom salaries. PhysioSciences product offers a basic massage mix where a variety of massaging techniques could be stand out from its competitors. The product should portray a decent image while keeping
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Ms. Barillas claimed she is the Human Resources Manager as she was willing to cooperate in providing any information about the Claimant’s alleged CT claim. During her interview with the Investigator‚ the witnesses appeared forthcoming with her answers. Ms. Barillas claimed she had been the HR Manager since December 2011. She said a portion of her duties is to determine the appropriateness and amount of worker’s compensation claims; investigates individual claims for eligibility for workers’ compensation
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Ans3 JITD program created some conflicts both external (i.e. from the distributor perspective) and internal (i.e. from the sales perspective) which are explained below. JITD- Internal Conflicts JITD created some internal resistance within the organization. Sales and marketing department opposed the plan of JITD. They had many fears related to implementation of JITD. There concerns can be explained in the following ways. 1 Sales representative felt that their responsibilities would be reduced
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