Barilla –Supply Chain Inventory Management
TABLE OF CONTENTS
ENVIRONMENTAL AND ROOT CAUSE ANALYSIS several
ALTERNATIVES AND/OR OPTIONS a few
RECOMMENDATION AND IMPLEMENTATION: 3-4
In an attempt to control inventory shiifts, reduce costs, and improve revenue we have introduced the JITD initiative. This kind of initiative is a huge failure from the beginning and there is no point salvaging it. We must abandon the JITD effort and focus on a new approach that may seem like a more logical and guaranteeing approach.
The issue is that suppliers and Barilla's sales team will not support the just-in-time division (JITD) motivation. Due to the pursuing reasons: •JTID is a higher priced approach to production pasta for the reason that plants simply cannot maximize the efficiency with their kilns. •Distributors
oLack sophistication when it comes to technology and forecasting. oDo not want to provide a brand they carry a whole lot leverage more than their organization •Sales staff
oAre not any long in a position to grant trade special offers
oAre concerned their work will become outdated
oAre anxious their customers will start pushing Barilla's competitors brands because they have excess share of those goods
Environmental and Root Cause Examination:
Barilla is actually a profitable organization that is simply looking to boost the customer knowledge and enhance profitability. Bettering efficiencies throughout the distribution centers makes the most sense because it makes up around. 60% with the business.
Alternatives and/or Options:
Go ahead with the JITD initiative. This could mean finding a way to get marketers, customers, and sales staff on board to aid the effort.
Throw away the whole notion of JITD. We support this kind of idea.
Recommendation and Setup: