recommendation on how the business can increase their profits‚ improve their customer service‚ and expand their business. I have never looked at the financial statements that are given to each shareholder. I have to present my proposals to the Vice President in the afternoon business meeting. In order for this company to get what they want‚ they must have a vision of what they are trying to achieve as a whole. In my statement‚ I am going to explain to the VP how the business can improve its customer
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Barilla Spa We need to regroup now and decide where to go with JITD. Is this type of program feasible in our environment? If so‚ what kind of customers should we target? And how do we convince them to sign up? Against Vitali’s proposal‚ “Just-in-Time Di stribution‚” met with significant resistance within Barilla. The sales and marketing organizations were particularly vocal in their opposition to the plan. A number of sales representatives felt that their responsibilities would be diminished if
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BARILLA SpA (A) Table of Contents Part One: Executive Summary 3 Part Two: Immediate Issue 4 Part Three: Systemic Issues 4 Part Four: Qualitative Analysis 5 Part Five: Alternatives 6 Part Six: Recommendation 8 Part Seven: Recommendations Implementation Plan 9 Part Eight: Monitor and Control 10 Part One: Executive Summary In order to respond to extreme demand variability and incidents of high stock out rates Barilla is currently applying pressure to both its’ manufacturing and logistics
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Name: ABDELRAHIM Abdelrahim Barilla’s Key Success Factors Barilla was founded in 1870. Barilla sells Pasta‚ Sauce and biscuits all over the world Barilla started with a small bakery Barilla made pasta with eggs Retain good management: - Since Barilla was created it is governed by a family. - Barilla left the artisanal zone and entered the industrial domain in 1910. - In terms of quality‚ Barilla’s pasta is with eggs - The family leaves a marge of liberty for the managers but main
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Barilla SpA is suffering from a problem of their own making - their distribution system is overly complex. That complexity is causing them to be unable to respond to their widely varying customer demand. Their customers‚ distributors‚ are forced to hold high inventories while simultaneously enduring stockouts on average of 7%‚ all because Barilla can’t rationalize their own processes to handle variability in demand. Barilla’s manufacturing process is long and inflexible. Given the high variability
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Barilla SpA (A) Case Study: Just-in-Time for Delays The Barilla SpA (Society of Stockholders) was established in 1875. Barilla is considered the largest pasta producer in the world. The company was successful through the years but debt would overwhelm the company and require it to be sold in 1971; however‚ in eight short years the company would be sold back. Giorgio Maggiali‚ the director of logistics‚ struggled to make a change that he considered would take the company to the next level. The Just-in-time-distribution
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Issue statement How best to manage Academia to fit into Barilla’s long-term strategy and need for growth. Situation analysis 3C Company Barilla Largest Italian food company in the world. Best-selling pasta brand in the United States Strongest brand name in Italy. Dry pasta and several bakery categories in Italy. While also pasta sauces for the U.S. market. Academia Barilla Feeling the limitation of growing the business with only pasta and sauce. Launched in 2004 to preserve‚ develop‚
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SUMMARY Barilla SpA‚ an Italian manufacturer and world’s largest pasta producer that sells to its retailers largely through third-party distributors‚ experienced widely fluctuating demand patterns from its distributors during the late 1980s and Barilla suffered increasing operational inefficiencies and cost penalties. Brando Vitali‚ Barilla’s ex-Director of Logistics‚ proposed a Just-In-Time Distribution (JITD) system to counter this demand variation. This system required the distributors to share
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Barilla Case Study There are some issues currently faced by Barilla. One is that demand fluctuates extremely because distributors order weekly and it is hard to predict the demand on a weekly basis. Another is that there is a significant pressure to manufacture because lead-time and perishability of product vary so much. It’s very hard to speed up the process because each type of pasta requires specific heat and humidity level to dry them properly. In addition‚ Barilla has to make both dry
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