Session 5 Case Study: Barilla SpA Executive Summary In order to reduce the strain that fluctuating demand is putting on our manufacturing and logistics systems, I am moving forward with an action plan to implement Just-in-Time Distribution at Barilla. Under the Just-in-Time Distribution system, Barilla’s internal logistics will determine the optimal levels of distribution necessary to meet customer demand. While we are likely to face opposition to this program
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Barilla SpA (A) Case Module 1 ------------------------------------------------- Table of Contents ------------------------------------------------- Executive Summary 3 Issue Identification and Root Case Analysis 4 Alternatives and Options 7 Recommendations and Implementation
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|Barilla SpA (A): Case Study | | | |Module 1 Session 5 - Supply Chain Inventory Management | Table of Contents Executive Summary 1 Issue Identification
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Executive Summary In 1875, Pietro Barilla opened a small shop and laboratory where they produced, and sold pasta and breads. In 1990, Barilla was the largest pasta manufacturer in the world, making 35% of all pasta sold in Italy and 22% of all pasta sold in Europe. Since Pietro’s grandsons took over, Pietro and Gianni, Barilla evolved into a vertically integrated company with flour mills, pasta plants and baking products. This case study outlines Giorgio Maggiali’s (Director and Logistics) concern
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EXECUTIVE SUMMARY Barilla SpA, world’s largest manufacturer of pasta based in Italy is experiencing extreme demand variability resulting to operational inefficiency and increased cost. To combat the key issues stated my decision is to implement the Just In Time Distribution (JITD). This new system, contrary to current system Barilla has will eliminate Bullwhip effect and stock outs by having centralized information, there will be data transparency between Barilla and distributors. Distributors will
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Supply Chain management association | Barilla’s case Study | Just In Time Delivery | | Mohammad Shafiei | 2/14/2016 | | Table of contents: I. Executive summary------------------------------------------------------------------------------------Page 2 II. Issue identification-------------------------------------------------------------------------------------Page 2 III. Alternative and options------------------------------------------------------------------------------Page
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THE BARILLA Spa CASE [pic][pic] QUESTION 1: Observe Exhibit 12. What are the underlying causes and drivers that make order patterns to look this way? Provide a discussion on these causes/drives to show how they are causing the resulting demand pattern. Examples of items to consider include transportation discounts, promotional activity, product proliferation. The BARILLA case is an illustrative example where we can understand the effects of a phenomenon which
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Executive Summary Barilla SpA is a world largest past manufacturer has experienced a phenomenal growth. The company had pasta share of 35% in Italy and 22% in Europe, plus 29% in Italian bakery product market (p. 2 case). However, it began taken a tall on Barilla’s “manufacturing and distribution system” (p. 1 Case). Without having proper data and control over the orders the company experienced wide fluctuations in demand. As a result Barilla experienced bullwhip effect where forecasting was not
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Barilla spA: Case Report Prepared by Claudio Parra Supply Chain Management Seneca(Markham) Monday’s Submitted: Wednesday, October 15, 2014 Submitted to: Perry Davidson Table of Contents Table of Contents……………………………………………………………………2 Introduction……………………………………………………………………………3 Environment and Root Cause Analysis…………………………………4-5 Issue Identifier…………………………………………………………………………6 Recommendation……………………………………………………………………7 Implementation………………………………………………………………………8 Monitor Chart…………………………………………………………………………9
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Executive Summary Giorgio Maggiali is the director of Logistics for Barilla and was appointed to this position when his predecessor Brando Vitati was promoted. Vitati had proposed a Just in Time Delivery (JITD) model for Barilla. Vitati has commented on the “thinning margins” the industry was experiencing and the need to “take costs out of our distribution channel without compromising service”. He felt operations could be improved if Barilla was responsible for determining the quantities and delivery
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