Barilla Case ____________________________________________________________ ______________ Overview of Barilla Barilla appears to be in a commodity industry‚ suggesting flat demand. Barilla positions themselves as the branded‚ premium‚ dry pasta. Their order qualifiers are consistency and quality‚ and their order winners are brand recognition and variety in shapes. In fact their product line is extensive – 800 products. However‚ Barilla faces demand fluctuations that strain their
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What are the reasons for the increase in variability in Barilla’s supply chain? Barilla gave volume reductions for the merchants ordering capacity fully loaded quantities‚ in turn causing merchants to place more supply orders than necessary leaving their inventory levels high. This meant that the retailers did not have to order as often due to high inventory rates on hand. There is also a weekly change in customer demand for the pasta produce. The lack of information to customer demand data in
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Barilla SpA currently must decide the logistic planning of its future production and distribution systems. The company is suffering from issues dealing with fluctuating demand from distributors‚ and the lack of end user sales and demand information. Brando Vitali‚ the former director of logistics for Barilla‚ suggested the use of a Just-In-Time Distribution (JITD) system in order to fix these issues. After much resistance from distributors and Barilla employees itself‚ a decision as to whether
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Background In 1875‚ Barilla was founded in Parma‚ Italy by Pietro Barilla. In the 1940’s the company was passed on two his two sons who led the company through a really strong period of growth. During this time the company transformed into a vertically integrated corporation and chose to distinguish itself through robust branding. Expansion of the company drove the Barilla brothers into debt‚ where they were decided to sell the company to an American firm. However‚ years later the Barilla brothers were
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Barilla SpA (A) Case Table of Contents Executive Summary 3 Issue Identification and Root Case Analysis 4 Alternatives and Options 7 Recommendations and Implementation 8 Monitor and Control
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reason for such fluctuations was the so-called bullwhip effect‚ which is an observed phenomenon in forecast-driven distribution channels where there is variability up the supply chain. Implementing a good JIT program could solve bullwhip faced 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
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sophisticated analytical tools for determining order quantities. As a result‚ it is difficult to forecast the accurate demand. 2. What are the costs of fluctuation? (10 points) When there is fluctuation on the demand‚ it is very difficult to Barilla‚ as the manufacturer of many different products with different
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Issue statement How best to manage Academia to fit into Barilla’s long-term strategy and need for growth. Situation analysis 3C Company Barilla Largest Italian food company in the world. Best-selling pasta brand in the United States Strongest brand name in Italy. Dry pasta and several bakery categories in Italy. While also pasta sauces for the U.S. market. Academia Barilla Feeling the limitation of growing the business with only pasta and sauce. Launched in 2004 to preserve‚ develop‚ and
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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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