Brando vitali director of logistics in

What are the benefits Largest Pasta maker in world g? What causes these conflicts? This system required the distributors to share their sales data with Barilla, who would then forecast and deliver appropriate amounts of products to the distributors at the right time in order to effectively meet demand.

Once this is brought under control, many other problems will be solved. How to Write a Summary of an Article? In this report we have studied the reasons for this opposition by various quarters and have suggested recommendations, which will allay this lack of support.

Barilla employees used bicycles to travel within this enormous facility. No enterprise is able to develop an accurate sales forecast, and without an accurate sales forecast, it is not possible to achieve JIT.

Resistance from the distributors to change may continue. The supplier, in this case, Barilla, has to collect information from the distributor, and the distributor has to be able to collect information from the wholesaler, and then the wholesaler has to d… Popular Essays.

Thirdly, since the distributors may think that Maggiali is trying to obtain power over them, Barilla can bring in a third party consultant trusted by both groups to perform an analysis to determine if in fact, the JITD is beneficial for all participants. O Opened shop i Parma, Italy d h in l?

Stock outs- This was one of the major problems which Barilla faced.

Barilla Spa A

This led to wide variation in demand and made forecasting very difficult. They divided the year into 10 to 12 canvass or promotional periods, during which different products were offered at discounts.

The implementation of Just in Time Distribution would allow for a more efficient process for getting the products to the end user when and where they are needed. Fresh Products —Fresh Pasta shelf life of 21 days,fresh days fresh bread shelf life 1 day?

We have given our rationale for the JITD system to work and have suggested recommendations to resolve all existing issues. We offer coustomers extra service at no extra cost?

Barilla Sp (A) ABCD Harvard Case Solution & Analysis

Alternatives or Options Barilla can choose to forgo implementing the JITD and avert any risk in inter-department conflicts. Trade Promotions d i?

Plant Network Barilla owned and operated an extensive network of plants located throughout Italy see Exhibit 5including flour mills, pasta plants, and fresh bread plants, as well as plants producing specialty products such as panettone Christmas cake and croissants.

A proposed idea would be to run this experiment through an internal distributor. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.

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Barilla Spa Case

Distributor data would improve our Planning p g process Change — Giorgio Maggiali appointed as director of logistics as Vitali promoted? The JITD was developed to address issues such as stock outs and to make inventory levels more manageable due to better forecasting.

To implement Just in Time Distribution. Although Maggiali has been trying to convince his consumers that the JITD would definitely work, he has not made much progress. To create this line of products, Barilla has a state-of-the-art manufacturing facility that is the largest in the world.

Barilla Spa Executive Summary Barilla SpA, an Italian pasta manufacturer, is experiencing amplified levels of inefficiencies and rising costs due to variability in demand from its distributors.

Hammond prepared this case. The initial cost for software development will be offset by savings in lost sales opportunity, reductions in buybacks and an overall increase in productivity and sales. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management.

Pasta sq m Pasta plant in Pedrignano Background cont………? Its marketing and sales strategy was based upon a combination of advertising and promotions. In Italy, Barilla offered pasta products under three brands: From a small shop in Palma, Italy, it became a large, vertically integrated corporation with mills, plants and factories located throughout the Italy.

This case was written by Janice made. The problem will continue to escalate as more inventory is pushed through the supply chain. Therefore, they would push product during the promotional period but were not able to sell as much during a non-promotional period.BARILLO CASE In Brando Vitali, then Barilla's director of logistics, had expressed strong feelings about finding.

an alternative approach to order fulfillment. To eliminate these difficulties Giorgio Maggiali, the Chief of Barilla’s Logistics Department, has been trying to implement the Just-In-Time-Distribution, further referred as JITD, system proposed by his predecessor Brando Vitali.

Brando Vitali, the earlier Director of logistics in Barilla SpA proposed an idea of Just- In- Time Distribution (JITD). The proposed JITD system required the distributors to share their sales data with Barilla, who would then forecast and deliver appropriate amounts of products to the distributors at the right time in order to effectively meet demand.

Brando Vitali, Barilla’s director of logistics, proposed the idea of Just-In-Time Distribution (JITD) in the ’s as an alternative to Barilla’s traditional practice of delivering products to their distributors (Hammond, 1).

idea proposed by Brando Vitali, who had served as Barilla’s director of logistics before Maggiali. The idea, which Vitali called Just-in-Time Distribution (JITD), was modeled after the popular “Just-InTime” manufacturing concept.

• In Brando Vitali, then Barilla’s director of logistics proposed a JITD program as a resolution to the demand volatility. This proposition has met with both internal and external opposition.

Brando vitali director of logistics in
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