1.) Diagnose the underlying causes of the difficulties that the JITD program was created to solve. What are the benefits and drawbacks of this program? Fluctuating‚ inconsistent customer product demand strains a company’s manufacturing and strategic operations. JITD is a system designed to address these types of problems. It utilizes data from customers and inputs the information into the system to accurately forecast product demand to the point where product can be manufactured and delivered
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Levine‚ Bernard‚ New frontiers on way to 21st Century.(Distribution Trends 1997) (Industry Trend or Event)‚ Electronic News‚ 2 Dec 1996. Levine‚ Bernard‚ Motorola distributors servicing more OEMs. (Company Business and Marketing)‚ Electronic News‚ 22 Apr 1996. Morris‚ Gregory DL; Mullin‚ Rick‚ Top distributors prosper. (chemical distributors)(Industry Overview)‚ Chemical Week‚ 8 Oct 1997 Rettig‚ Hillary‚ Drill Down: Supply Chain Management -- VARs link up companies automating supply chain systems‚
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security among sales force. Distrust Loss of power External barriers for executing JITD (As one of Barilla’s customers‚ what would your response to JITD be? Why?): Distributors were worried about the JITD program for the following reasons: Excess inventories can be pushed by Barilla. Since the purchasing power was not with them anymore. Distributors thought it would be one sided. Too much power with the manufacturers. Data sharing
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the right products available‚ in the right place‚ at the right price‚ means that a company is unable to win market share. FMCG companies in Asia Pacific use four broad types of distribution models: company-owned and managed; distributor driven; sole distributor; and modern retail. For FMCG companies seeking to standardize and streamline their order-to-cash processes‚ the model used necessarily determines their collections requirements and the type of solution employed. However‚ all
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implementing Just-in-Time Distribution (JITD)‚ which was modeled after the popular ‘Just-in-Time’ manufacturing concept. Vitali had proposed that‚ rather than following the traditional practice of delivering product to Barilla’s distributors on the basis of whatever orders those distributors placed with the company‚ Barilla’s own logistics would instead specify the “appropriate” delivery quantities – those that would more effectively met end-customer’s needs yet would also more evenly distribute the workload
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able to produce its annual target revenues‚ only capitalizing on roughly 6% of said target in a 5 month period. Large-scale distributors‚ who exhibit the most buyer power and influence over end customers in the industry‚ threaten manufacturer brand equity by relabeling all biocide maintenance products under their own brands. Even though Rohm & Haas does not allow distributors to change the label on Kathon MWX‚ the lack of end customer awareness for the manufacturer brands has detrimentally limited
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implicitly involved (APG‚ its member hospitals‚ BDVS‚ BDVS’s distributors‚ and competing suppliers)? Support your position. The decisions made throughout the negotiations process‚ regarding namely pricing‚ brand name and delivery terms‚ are moving towards control of costs within the healthcare industry environment. It is important that these three aspects are detailed throughout the negotiations with APG‚ member hospitals‚ distributors and competing suppliers.
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Terms and responsibilities of channel members In conceiving the tasks to be performed by different types of intermediaries in the distribution channel‚ managers must also determine the mix of conditions and responsibilities that must be established among the channel members to get the tasks performed effectively and enthusiastically. The ’trade-relations mix’ is capable of many variations and introduces a still further dimension of alternatives. There are four main elements in the trade-relations
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Summary Reliance is the second-largest mobile operator in India‚ one of the fastest-growing mobile markets. Though there is still much growth potential in India‚ Reliance also wants to become a global player‚ using its expertise in making money from lower-spending customers to give it advantage. SWOT Analysis Strengths Mobile Communications Arm of a Large‚ Well-Funded‚ Well-Connected and Ambitious Indian Conglomerate Economies of Scale From Large Subscriber Base Expertise in a Business Model
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demand needs. However‚ the implementation of the JITD has not been successful so far. There have been major resistance to the program roll-out‚ with concerns raised by both internal staff‚ and external distributor and retailers. It is pertinent that Barilla address the concerns of both distributors and the concerns/fear of internal sales representatives‚ list out the benefit that the JITD program would deliver as an overall. Moreover‚ Barilla shall need to better forecast
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