Barilla spa 2

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Between C and P, there are also the distributors, wholesalers and retailers. We will offer any necessary compensation to a distribution center in order to ensure full co-operation in this initiative.

What causes these conflicts? After convincing the in-house sales team that the JITD program was worth trying, Barilla should focus on convincing the outside companies that the program would work for Barilla spa 2.

As the distributors reach the milestones that allow them discounts, we will also offer bonuses to the sales employees.

Barilla Spa A

They need included as equitably as possible in balancing their system to respond to fluctuating demand. The sales force needed to understand that the JITD program could be promoted as a selling Barilla spa 2 and not a threat to their sales.

Its operations are divided into seven divisions: Part 3 — Systemic Issue The incentives program for our sales team and distributors are not well aligned to our supply chain strategy. Barilla could benefit from implementing several key aspects discussed in our textbook with regards to creating lean manufacturing processes.

Optimizing Supply Chains, Understanding Demands. We will no longer reward them for placing large orders. In addition, Barilla must also ensure that within implementation steps, the use of EDI to deliver the inventory information is the same among suppliers so the reliability can be secured and the compatibility level can be reached.

DOs would be more difficult as they serve independent supermarkets and thus they use less sophisticated and less standardized inventory procedures and are also more vulnerable to pressure from other suppliers.

The large size may make it difficult to implement thus it may make more sense to initially use one or two GDs. Inventory Management- The company produced over SKUs, most of which had long or medium shelf lives, thus could be easily stored up at the company warehouse or with the distributors.

This procedure limited the ability to rapidly shift production between different pastas. Can the Vendor Managed Inventory strategy solve the operational problems faced by Barilla?

BARILLA SPA Harvard Case Solution & Analysis

The company can handle the demand fluctuation with the help of the new strategy like cycle time reduction. Their focus should be strategic, building better relationships and creating trade promotions with our distributors.

To the distributors it would result in decreased inventory costs and a reduction in stockouts. How to Write a Summary of an Article? Barilla would more easily be able to control their manufacturing process and greatly reduce production overruns and stock outs thus enable to pass cost savings onto their distributors.

The customers will be satisfied when they will receive the ordered product on time, and if there is a delay they can switch their brand.Take some time to work through the quiz and worksheet so that you can gauge your comprehension of the Barilla SpA SCM case study.

Take the quiz. Barilla Spa. 1. Summarizing the case study in no more than 2 pages but no less then 1 page (12 Times New Roman Font, single space).

Answer these questions about the Barilla case study: a. Diagnose the underlying causes of the difficulties that the JITD program was created to solve. What are the benefits of this program? Barilla Spa’s Just In Time Distribution. Question 1 A.

The Just in Time distribution strategy in Barilla was introduced to serve many purposes. The first and most important function of the JITD program was to avoid inventory backlog caused by a higher production.

Barilla’s distributors were not performing their duties as required.

Barilla Spa Case Study Analysis Essay

Case Analysis 3 Barilla SpA MGT Section 2 – Team 6 What is the impact of fluctuating demand on operations? Because of the way Barilla’s manufacturing process works, demand fluctuations have a significant impact on the company’s operations.

Barilla Spa (A) Company Overview Barilla Spa is a large, vertically integrated, family owned pasta company based in Italy. It maintains a leadership position among a field of thousands of Italian competitors producing and distributing brand-name pasta.

Pero el Lead time de Barilla → Distribuidor es de 10 días (en promedio). Página 2 de 3 Karla Martínez Domínguez Caso: Barilla SpA Trabajos citados ATOX.

Case: Barilla Spa (A) Case Solution & Answer Download
Barilla spa 2
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