to them. This current practice is not acceptable and must be addressed by management immediately if Meditech wants to stay competitive and keep its current market share. Statement and Causes of the problem Meditech’s main problem is that a bullwhip effect was produced due to organizational and supply chain problems. The method used by Meditech to balance customer demands with planned production is not effectively serving its purpose. The catalogue of products being offered by Meditech continues
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MIS 200 Final Exam Review Spring 2012 Exam format MCQ: 50 Marks (25 MCQ: 2 Mark Each) Short Answer Questions: 50 marks Pre – Mid Term 1. Determining industry structure 2. Formation of competitive strategy and performing value chain analysis 3. How do value chains determine business processes and information systems? 4. Drawing Business Process Models 5. What is business process re-engineering‚ why is it critical to an organization? 6. Different phases in SDLC
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other hand. This report explains‚ why the company and their distributors are troubled with this situation and how Barilla intends to solve it. The problem Barilla experiences is called the “Bullwhip Effect”‚ i.e. that demand variability increases when moving up the supply chain. Several factors enforce this Bullwhip Effect‚ e.g. high lead times‚ poor demand forecasting‚ and batch ordering. In this report we will point out‚ that exactly those aspects can be identified as the underlying reasons for Barilla’s
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Inspectors Ans: d Link to: What is a Supply Chain Difficulty: easy 2. Which term refers to inaccurate or distorted demand information created in the supply chain? a) Battle axe effect b) Cobra effect c) Bullwhip effect d) Lasso effect e) Whirlpool effect Ans: c Link to: The Bullwhip Effect Difficulty: easy Short Answer 3. Insourcing incurs a fixed cost of $1000 and a $5 variable cost. Outsourcing incurs a fixed cost of $2000 and a $2 variable cost. What is the indifference
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CASE STUDY BARILLA SpA (A) Report on Supply Chain Inventory Management TABLE OF CONTENTS Executive Summary 3 Issue Identification 4 Issue Identification & Root Cause Analysis 5 Alternatives and options 7 Recommendations 9 Implementation 10 Monitor And Control 11 EXECUTIVE SUMMARY Barilla SpA (Barilla)‚ is an Italian largest pasta manufacturer in the world manufacturer that
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Case Presentation Barilla SpA Introduction Company & Industry background • World’s largest pasta producer in 1990 • Pasta Share - 35% in Italy and 22% in Europe Channels of Distribution • Products divided in 2 categories – “Fresh” and “Dry” • Fresh Products had 21 day Shelf Lives • Dry Products had Long ( 18 to 24 Months) or Medium(10 to 12 weeks) Shelf Lives • Retail Outlets – Small independent The Issue • During the late 1980s‚ Barilla suffered increasing operational inefficiencies and
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the end customers. From the CDC’s it went to mass distributors then to supermarkets‚ both independent and chains‚ and finally to the end customers. In a network like this‚ ideally forecasting should be a core competency to prevent the horrifying bullwhip effect. However‚ forecasting was not a core competency for Barilla and during the time Giorgio Maggiali served as director of logistics the company face very large demand fluctuations that effected the manufacturing and distribution system. The
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Ü Introduction In recent years‚ the impact of E-Commerce (EC) on supply chain (SC) has caught considerable attention. Many companies in the supply chain engage themselves in the field of EC to pursue benefits. This report is authorized by the CEO and focuses on the improvements brought in by EC in SC. In the first section‚ it gives a brief overview of the supply chain management (SCM) and EC concepts; in the second section‚ it discusses the benefits offered by EC such as convenient information
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Executive Summary Barilla SpA‚ an Italian pasta manufacturer‚ is experiencing greater levels of inefficiencies and rising costs due to variability in demand from its distributors. In order to restore things to order and to improve margins‚ Giorgio Magialli‚ the Director of Logistics at Barilla wants to implement a Just-In-Time Distribution (JITD) system that was proposed by his predecessor Brando Vitali. This system is completely different from the existing setup and is being opposed by both the
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Module: 1 Question 1 All of the following are key components of the definition of supply chain management‚ EXCEPT: A. monitoring of supply chain activities with the objective of creating net value B. synchronizing of supply and demand C. building a competitive infrastructure D. selecting suppliers Question 2 Which of the following is a key supply chain process? A. forecast B. source C. benchmark D. analyze Question 3 Supply chains create value by: A. increasing profitability
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