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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salespeople also did “consultative selling approach” to increase its market share and profits. Moreover‚ the company created value for its distributors by the strength of its brand equity and the strong demand for its products. The company also used selective distribution policy with less competition among distributors and thus this policy makes the distributors’ profit margins maximized. 2) Should SA introduce an uncoated bubble in the U.S market to compete with GAFCEL? Why or why not? - SA should
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Just-In-Time Distribution and Barilla SpA Anybody who knows something about business had heard the term Just-in-time (JIT) inventory. It involves producing only what is need‚ when it is needed. The principle of Just in time is to eliminate sources of manufacturing waste by getting the right quantity of raw materials and producing the right quantity of products in the right place at the right time.(1) In this way‚ manufactures receive parts and materials "just in time" to meet the day’s manufacturing
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5. Evaluation of channel members 6. Selection of channel members Evaluating the Prospective Channel Member A set of criteria that may be useful in evaluating a channel is as follows: 1. Credit and financial condition of the distributor. A review of the credit performance and
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resources; [2] use of resources; [3] access to resources and [4] clinical performance of medical goods and services. When compared to other provinces‚ Quebec receives the best value for money from its public healthcare system‚ followed by Ontario and New Brunswick. Conversely‚ Newfoundland & Labrador receives the least value for money from its public healthcare system‚ followed by Prince Edward Island and Saskatchewan. The Provincial Healthcare Index 2013 reveals how provinces have struck different balances
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Marketing Plan Latasha Smith Everest University Distribution Strategy Currently‚ Levive is marketed through distributors only. Most distributors keep product on hand and they each have their own personal website so customers can purchase directly from the distributor or online. Over the next five years Levive will need to expand distribution to various retailers. I personally would love to see our products on the shelves of major retailers such as Wal-mart; however we are unsure if this
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RECOMMENDATIONS……………………………………….………………………...04 FACTS AND FINDINGS………………………………………………………………………………………………..05 1. Testing Expired Milk Before Expiry Date……………………………………………..05 2. Survey Of Plant In Sukkur…………………………………………………………….………O6 3. Chain Of Distributors……………………………………………………………………………07 DISCUSSION/ANALYSIS……………………………………………………………….………………………………08 EXECUTIVE SUMMARY:- This report comprises of the cause of decline in the sale of Olper`s Milk as many complaints were received quoting that milk was
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Summary 2 Introduction 2 Background 2 The need to evolve 3 First steps in the decision process 4 Moving from ERP to business 4 Challenges 5 Supply Chain and distributers 5 The role of distributors to Brady 6 How Brady works with distributors online 6 Disadvantages of distributors 6 Demand: direct selling to the end customer 7 Benefits of direct selling to the customer online 7 Trends in selling direct selling to the customer 7 Potential problems in Brady’s direct selling
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by the barilla. Benefits of implementing JITD Better responsiveness to demand fluctuations Prevention of the bullwhip effect Improvement in manufacturing planning‚ using objective data Reduced inventory levels Better relationship with distributors Lover costs for the involved in the supply chain Drawbacks of implementing JIT Unexpected disruptions in the supply process can damaged the system (strike or other disturbance) Higher possibility of unsuccessful implementation because
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A Model of Distributor Firm and Manufacturer Firm Working Partnerships Author(s): James C. Anderson and James A. Narus Source: Journal of Marketing‚ Vol. 54‚ No. 1 (Jan.‚ 1990)‚ pp. 42-58 Published by: American Marketing Association Stable URL: http://www.jstor.org/stable/1252172 . Accessed: 21/12/2013 11:59 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit
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