...Barilla SpA (A) Case Analysis Teona Omiadze, Nino Tskhvariashvili, Mari Zaridze School of Economics, Business and Administration of the University of Georgia Instructor: Natia Zedgenidze Tbilisi 2011 Table of Contents Executive Summary……………………………………………………………….3 Introduction………………………………………………………………………..4 Problem Description……………………………………………………………….5 External and Internal Resistances to JITD program……………………………….9 Solution…………………………………………………………………………....11 Recommendations to the solution …. …….………………………………………12 Other recommendations…………………………………………………………...15 Customer response to the solution…………………………………………………16 Conclusion………………………………………………………………………....21 Executive Summary Barilla SpA, an Italian pasta manufacturer is experiencing problems in manufacturing and distribution systems caused by fluctuations in demand. 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. JITD can be called a remake of popular “Just-In-Time” manufacturing concept. Although Maggiali has been trying to convince his consumers that the JITD would definitely work, he has not made much progress. The program was met with significant resistance by the distributors and Barilla’s own Sales and Marketing organizations. Now Maggiali is looking for possible solutions of the problem. In the following analysis we...
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...Barilla spA case analysis Barilla SpA, an Italian pasta manufacturer, is experiencing amplified levels of inefficiencies and rising costs due to variability in demand from its distributors. The main problem addressed in this case is how to effectively implement JITD system suggested by Giorgio Magialli, the Director of Logistics by resolving the issue of gaining control over the fluctuating demand. Barilla has a very complex distribution network including independent third party distributors and due to such a multi-echlon network, Barilla has been experiencing large amounts of variability in demand which are resulting in operational inefficiency and increased manufacturing, inventory and distribution costs. 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. This was a radical change from the current and more traditional supply-chain setup where the distributors were not sharing any data and could place orders at will. Vitali's proposal came under severe criticism from not only the distributors but also Barilla's own Sales and Marketing department for an array of reasons. Main reasons for fluctuating demand: Promotions: The use of promotions in the form of price, transportation, and volume discounts was the main strategy to sell more products to the distriutors. Sales Reps: The compensation...
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...Barilla S.p.A. Cases A and B 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? The JITD program was created to view distributors’ shipment data and sends only the required amount to stores. Barilla would be able to ship products on a need basis instead of piling up huge stocks in their facilities and that of their customers. The complex nature of manufacturing sequences of pasta made it extremely difficult to produce certain types of pasta that was stocked out due to unforeseen demand. Different kinds of pasta were made in various plants with special equipment based on the type of pasta produced. This ultimately limited Barilla’s production flexibility to switch the location of plants as needed to meet the demand for the product. Barilla was attempting to hedge against the bullwhip effect that occurs due to fluctuating demand as well as to solve stock out issues that were hindering Barilla’s logistics operations. It was often difficult to manufacture certain goods with limited lead time as well as expensive to hold sufficient inventory of finished goods when demand fluctuated so much. The fluctuation in demand was causing manufacturing, inventory and distribution costs to be a lot higher than they needed to be. At the current rate, Barilla’s logistics team knew the status quo would not be enough to keep up with the uncertainty in demand. Something has to change, and in...
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...Session 5: Supply Chain Inventory Management Assignment 3: Case Response Barilla SpA (A) Submitted by: Lena Table of Contents Executive Summary 3 Issue Identification 4 Issue Identification including Root Cause Analysis 5 Recommendations 7 Implementation Plan 8 Monitor and Control 10 References 11 Executive Summary Barilla SpA is the world’s largest pasta producer is initiating the Just-in-Time Distribution (JITD), which is supposed to help the company to meet the demand fluctuations imposed on the company’s manufacturing and distribution system. The company had realised that leaving money on the table with understocking or increasing costs with overstocking is not an option. The current delivery system at Barilla follows the traditional way of ordering through distribution centres placing orders with the company. Instead, Barilla SpA wants to engage its own logistics organizations, which would specify the appropriate delivery quantities that would meet end-customer needs and distribute the workload on Barilla’s manufacturing and logistics system. The predicament exists in Barilla’s customers, sales representative and marketing organizations resistance to change and internal resistance toward implementing JITD. In this case study response I will be providing analysis and recommendation on how to increase the chances the Barilla’s management idea of JITD would be acceptable and provide the reasons...
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...Barilla SpA, the world's biggest pasta manufacturer, has continuously experienced problems with increased costs and inefficiencies in their operation. The fluctuations in demand have caused Barilla SpA's manufacturing costs, inventory costs, and distribution costs to go up. Issues that influenced the demand fluctuations are the discounts Barilla SpA offers on both price and transportation, the compensations for sales representatives that is based on the volume of goods they sell to the distributors, and long lead times between time of order and time of delivery - just to name a few. The idea of JITD is to allow sales and inventory data to be shared along the supply chain. By doing so, Barilla SpA can use that data from its distributors to better understand the demand of its products and perform better forecasting. The results would be lower transportation costs due to better shipment planning, increase manufacturing efficiency, reduce inventory costs, and less stock outs for its distributors. This will benefit both Barilla SpA and its distributors, but resistance from the distributors and Barilla SpA's internal opposition makes it difficult to implement such strategy. Barilla SpA's sales representatives were afraid of losing their jobs because they felt with the JITD in place; they will no longer be needed. Also, it would essentially eliminate the current compensation system, meaning they would make less money. As for the distributors, the idea of providing sales data...
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...Case Report Barilla SpA ------------------------------------------------- Table of contents Table of Contents | | | Section | TITLE | PAGE | | | | | | | | | 1 EXECUTIVE SUMMARY | 3 | | | | | * | | * 2 CHALLENGES OF A LEAN SUPPLY CHAIN | 4 | | | 3 PRACTICAL STEPS FOR BARILLA SPA | 5 | | | 4 CONCLUSION | 6 | | | * 5 BIBLIOGRAPHY | 7 | | | * | | | | ------------------------------------------------- Executive Summary Barilla SpA is the largest pasta manufacturer in the world, as a food manufacturer they sells to a wide range of retailers through a distribution network. An analysis of the demand for dry food pasta at Barilla SpA’s distribution centers and factories revealed extremely high variation in demand. The variation in demand observed was all the more remarkable considering that the underlying demand for pasta in Italy is fairly level. Currently, Barilla SpA is experiencing a full development burden of increasing production costs, inventory levels and inefficiencies in manufacturing and dissemination system due to huge fluctuations on demand and varied accuracy of forecasting knowledge. In order to combat this problem, we would like to realize and employ a Just-in-time scattering system (JITD) to enable information sharing along supply chain, improve...
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...Barilla SpA Case B a Exe ecutiv Sum ry ve mmar Pasta is a st P taple food of traditiona Italian cu isine, which was tradit o al h tionally produce by hand. However, today many varieties o pasta are commerc ed y of e cially produc ced and are broadly available in su upermarket across th world. Barilla SpA, an Italian ts he w p world’s larg gest pasta m manufactur rer based company, was at one point in the 1990s the w ng a a aly % e. producin 35% of all the pasta sold in Ita and 22% in Europe The previous Director of Logistics Brando Vit was con T o tali nsidered a visionary a and had prop posed the implementa ation of a Ju ust-In-Time Distribution (JITD) model within e Barilla to help comp o pensate for any unfore r eseen varia ation in prod duct orders The new s. Director of Logistics Giorgio Maggiali too on his pre M ok edecessor’ role and f ’s found it ely ng ment the JIT model. He was fac with gre opposition TD ced eat extreme frustratin to implem from bot internal and externa stakehold th a al ders. Magg iali has to f find a way t subdue the to oppositio to the ne JITD mo on ew odel, if he wants to ov w vercome the challenge of having a e es g complex distribution system, an unbending manufac x a cturing proc cess and unprecedent ted number of SKU’s. My decision is for Bar to go fo M n rilla orward with the implem ment of the JITD mode el, which will reduce unforeseen fluctuation in product demand an reduce p w u nd production costs. Buy-in from both the dis stributors...
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...Barilla SPA (A) Case Report By CHIEMEKA EZEJIOFOR Table of contents Summary Page Executive Summary 3 Issue identification 4 Root cause Analysis 5 Recommendation 6 Recommendation Implementation Plan 7 Conclusion 8 Part 1 Executive summary Barilla SPA (A), the largest producer of Pasta was founded in 1875, it faced a huge fluctuation on its production because the production was based on the traditional practice of delivering products to distributors based on the basis of whatever order was placed on the company. This resulted in difference or variation of production price, as well as piled up inventory at the distributor’s depot. My decision is to implement the Just in time Distribution (JITD) concepts based on the fact that production and manufacturing is determined by the consumer’s needs and controlled by barilla being able to achieve this by eliminating huge variation for manufacturing and distributors. Furthermore Just In timed Distribution will also avoid the accumulation of inventory at the distributor’s depot. Barilla SPA is a vertical integrated organization, the rise and fall in demand will affect the other arms of the organization since they don’t only manufacture only pasta, its affects transportation, flour mills, sales etc. However, JITD faced some...
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...Executive Summary My decision is to immediately perform a process analysis of our entire procurement process. To this extent I will perform an analysis of the current roles and responsibilities of each person involved in the procurement process from “Need Recognition” through to “Payment”. This will involve defining and changing the roles and responsibilities of some departments and personnel. It will also involve tightening our inventory control practices. I will also be initiating the hiring requisition form to arrange for a new parts driver to perform pick-ups and deliveries. Key assumptions • The problems that we are currently experiencing will continue unless clear definition of roles and responsibilities are given. • There are currently no clear guidelines and procedures for the procurement process including a current process map. • There will be resistance to making the changes from various personnel regarding the change of roles and responsibilities. There may also be resistance from various personnel regarding the tightening of inventory control that will be implemented as his may be construed as a lack of trust. • Our expeditor is unable to carry out his duties of inventory control as effectively as possible due to much of his time being spent doing deliveries and pick-ups for parts. • Unless full control of Purchase Orders are undertaken by designated personnel we will continue to have problems with the 3 way matching process on accounts payable of PO,...
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...Barilla SpA (A) Case Report SCMP Module 5 By Jamie Brymer Robert Greene February 12th, 2016 Table of Contents Executive Summary 3-4 Issue Identification 5-7 Environmental and Root Cause Analysis 8-9 Alternatives or Options 10-12 Recommendations and Implementation 13 Monitor and Control 14 Exhibits Attached Executive Summary Barilla SpA, is an Italian pasta manufacturer and distributor and even with an attractive piece of the market (35% in Italy, 22% in Europe) and diversifying product lines, they are experiencing inefficiencies and rising costs due to irregular and ever changing demand from their distributors. Giorgio Magialli, the Director of Logisitics, has been tasked with resolving these issues by gaining control over their fluctuating demand. Barilla currently has in place, a very complex distribution network and has been experiencing increasing variable changes which is not only hitting operations for their inefficiency but increasing costs across the board for inventory, distribution and manufacturing. After much backlash the first time of trying to implement a Just-In-Time Distribution (JITD), the plan is to regroup and decide whether this time of program can be implemented successfully and if so, which customers they should target with this type of system. The first attempt at implementing the JITD strategy was done by Brando Vitali, the former Director of...
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...Executive Summary Barilla SpA, an Italian pasta manufacturer is experiencing problems in manufacturing and distribution systems caused by fluctuations in demand. 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. JITD can be called a remake of popular “Just-In-Time” manufacturing concept. Although Maggiali has been trying to convince his consumers that the JITD would definitely work, he has not made much progress. The program was met with significant resistance by the distributors and Barilla’s own Sales and Marketing organizations. Now Maggiali is looking for possible solutions of the problem. In the following analysis we will provide recommendations, which will help Barilla to successfully implement the JITD system and thus decrease its costs, increase efficiencies and its profits. Introduction Barilla SpA was founded in 1975 by Pietro Barilla. From a small shop in Palma, Italy, it became a large, vertically integrated corporation with mills, plants and factories located throughout the Italy. Barilla’s success highly depended on its’ quality of product and innovative marketing programs, which created strong brand name. The company was sold to Grace Inc. in 1971, because the building of a huge plant in Perdignano drove the owners “deeply into debt”. Grace brought additional capital investment...
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...Barilla Spa (A) Report on Supply Chain Management Issues Table of Contents Executive Summary Issue Identification Root Case Analysis Alternatives and Options Recommendations Implementation Monitor and Control Exhibits Executive Summary Giorgio Maggiali, director of logistics of Barilla SpA stated the the growing burden that demand fluctuations imposed on the company's manufacturing and distribution system. The solution was proposed as Just In Time Distribution Program. Due to specific Barilla's supply chain system it is not quite simple. Barilla needs to improve their own forecasting system and need to develop a set of decision rules. They need to re-group and decide where to go with JITD. For this purpose the main issues where identified and and recommendations were made. The implementation plan is filled with immediate and short run activities. Barilla enjoys a strong brand image in Italy. It was driven by success as the highest quality pasta for every Italian family - “Where is Barilla, there is a home”. Timely distribution of quality products is a strategic mission Barilla SpA and the recommendations made can be used to reflect and strengthen this mission. Issue Identification The following are the list of issues that must be addressed: • Too many different types of distribution centres • Long inventory time • Small product variety in stores • No minimum or maximum order quantities • Long lead time • ...
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...Barilla SpA - Case Study Table of Contents I. Executive summary II. Issue Identification III. Environmental and Root Case Analysis IV. Alternatives and Options V. Recommendations VI. Implementation VII. Monitor and Control/ Conclusion I. Executive Summary My decision for this case is to implement the Just-In-Time Distribution (JITD) system. Barilla SpA, an Italian pasta manufacturer, is experiencing amplified levels of inefficiencies and rising costs due to variability in demand from its distributors. In order to bring things back into place and to improve margins, Giorgio Magialli, the Director of Logistics at Barilla wants to implement a Just-In-Time Distribution (JITD) system that was proposed by his predecessor Brando Vitali. This system is entirely different from the existing setup and is being opposed by both the distributors and Barilla’s Sales and Marketing Department. In this report we have studied the reasons for this opposition and have suggested strategies. We have given our rationale for the JITD system to work and have proposed recommendations to resolve all existing issues. We think that a centralized supply chain with Barilla having authority of the orders over the distributors will result in better margins for all the partners. We believe that by following these recommendations and implementations, Barilla will succeed in influencing its distributors and sales and marketing personnel to work together and apply the JITD program...
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...CASE STUDY BARILLA SpA (A) TABLE OF CONTENTS PAGE 1 COVER PAGE PAGE 2 TABLE OF CONTENTS PAGE 3 EXECUTIVE SUMMARY PAGE 4 ISSUE IDENTIFICATION – IMMEDIATE ISSUE PAGE 4 ISSUE IDENTIFICATION – SYSTEMIC ISSUES PAGE 5 ISSUE IDENTIFICATION – SYSTEMIC ISSUES CONTINUED PAGE 6 ENVIRONMENTAL & ROOT CAUSE ANALYSIS PAGE 6 ALTERNATIVES AND / OR OPTIONS PAGE 7 ALTERNATIVE AND / OR OPTIONS (CONTINUED) PAGE 8 RECOMMENDATIONS & IMPLEMENTATION PAGE 9 IMPLEMENTATION PLAN PAGE 9 MONTIOR AND CONTROL PAGE 10 MONITOR AND CONTROL (CONTINUED) EXECUTIVE SUMMARY Barilla SPa(A) was the world’s largest pasta producer during the 1990’s and held a significant market share in Italy and Europe. They produced dry pasta, fresh pasta and bakery items at several factories throughout Italy. Their route to market was through central distribution centers which they owned who in turn sold Barilla products to other distribution centers who sold to the retail stores. Barilla was experiencing huge fluctuations in demand for its products, which was causing serious stock outs at the distribution centers and ultimately on the retail store shelves. Taking into account the manufacturing process time line, the non-existent forecasting of customer demand from the distribution centers, the ever increasing Bullwhip Effect, MY DECISION is to implement a Just in Time Distribution System (JITD), with a staggered implementation approach. I will first approach all Management with my implementation...
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...CASE STUDY Barilla JITD Program Implementation Executive Summary Barilla SpA an italian pasta manufacture has decided to implement JITD program for its dry product range to meet market sales demands by introducing forecast feedback into production system. Barilla products comprises of 800 SKUs mainly divided into two major product categories Fresh and Dry having 65% and 35% of total Barilla product. Barilla owns two distribution centres and one depot to handle all of its products for downstream distribution. Mainly two CDC are responsible for distribution of Dry products to main stream and regional markets. JITD program faced internal resistance by Barilla's commission based sales force due to lack of knowledge and need of a program like JITD. Issue(s) Identification Internal resistance by Barilla's sales force Poor communication internally and out side the organization with customers and ultimately with end consumers. Cultural within organization and outside Customers are not willing to share the data due to unfamiliarity of the program and in some case its more to cultural issue. Environmental and Root Cause Analysis Complex production system No forecasting or sales data available Canvas based sales system Large no of SKUs (800) Alternatives and/or Options Barilla's top management should pursue sales force to understand the need of JITD and should be on board with this program. Implement a JITD program within Barilla's...
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