Group 7


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Group 7

  1. 1. Barilla SpA BY: M.V. Karthik
  2. 2. Introduction Started in 1875 by Pietro Barilla in a small shop in Parma, Italy By 1990, Barilla SPA - World’s largest pasta producer Pasta Share - 35% in Italy and 22% in Europe 2 Product Categories – 75% Dry and 25% Fresh Fresh Products had 21 day Shelf Lives Dry Products had Long ( 18 to 24 Months) or Medium(10 to 12 weeks) Shelf Lives 800 SKUs of Dry Products Retail Outlets – Small independent shops and Supermarkets (Chain and Independent)
  3. 3. Distribution System CDC = Central Distribution Centre GD = Grand Distributors DO = Organized Distributors PLANT 65% 35% Flow of Information CDC’s Barilla run depots GD’s Chain supermarkets Customers DO’s Independent supermarkets Customers “Signora Maria” Shops Customers
  4. 4. Issues Faced Extreme demand fluctuations (Since 1980)- week to week variation in distributors’ order patterns Pressures to manufacturing in terms of production lead-time and perishability of product High Inventory Carrying Cost & manufacturing cost due operational inefficiencies Unacceptable Cycle Service Levels (CSL) – inadequate product availability Distributors’ inability to carry large number of SKUs
  5. 5. Demand Fluctuation Reasons Excessive Promotional activities Volume Discount No limit in order quantities from distributors Product proliferations Lack of sophisticated forecasting techniques.
  6. 6. Demand Fluctuation Exhibit 12
  7. 7. Demand Fluctuation Methods adopted to curb fluctuation Excess FG inventory to meet Distributors’ demand Additional inventory at Distributors warehouses Impact Overburdened Manufacturing and Logistic operation Poor product delivery Thinning of retailers/distributors margin Increased inventory carrying cost Unanticipated demand Bullwhip effect
  8. 8. Bullwhip Effect Variation in Demand caused Bullwhip effect in the entire supply chain Order Transfer Plant Magnified Variation in Order Order Transfer Distributor Retailer
  9. 9. Bullwhip Effect Causes of Bullwhip Effect Inaccuracies in Demand Forecasting Long Lead Times Price fluctuation due to Promotional activities Order batching To reduce ordering Cost To take advantage of Transportation economics such as full truck load Sales incentive Forward buying due to promotional activities to get benefit from lower price
  10. 10. Just-In-Time-Distribution (JITD) Vendor Managed Inventory Concept Treats end customer data as the input Final authority to determine shipments is Barilla SpA Barilla would decide what to ship to distributors and when to ship it Distributors will provide POS data of different SKUs.
  11. 11. Why JITD ? Expected benefits for Manufacturer      Reduced Manufacturing Cost Increased Supply Chain visibility High bargaining power over Distributors Reduced inventory cycle A planned production planning is possible Expected benefits for Distributors    Improved fill rates to Retail store- Quick response High service level – additional services to retailers without extra cost Reduced inventory carrying cost
  12. 12. JITD- Resistance Internal      Sales representative feared reduction in responsibilities Inability to quick shipment may lead to Stock-out Inability to run Trade Promotion Lack of sophisticated infrastructure to handle JITD Skepticism about cost reduction External    Unconvinced distributors Perceived power transfer to Barilla Distributors were skeptical about the effectiveness of the system
  13. 13. Experiments at Dry Product depots Barilla spa ran first JITD experiment at its Florence depot Top management was actively involved During the very first month of the program Inventory dropped from 10.1 days to 3.6 days Service level to retail stores increased from 98.9% to 99.8% Depot’s staff was not comfortable working with such low inventory levels Inventory levels finally allowed to increase to 5 days JITD next tried at Milan Depot Similar performance improvement as Florence These experiments established the credibility of JITD system
  14. 14. Implementation Result
  15. 15. Implementation Result
  16. 16. Implementation at D.O Cortese   Barilla decided to implement JITD in Marchese DC of Cortese It involved Director of Logistics, EVP of Sales and Manager responsible for JITD implementation from Barilla  Nine managers including MD, Logistic manager for Marchese DC of Cortese.  Consultant Ferozzi- a neutral party trusted by both groups   For six months, Barilla team analyzed daily shipment data of the DC  Created the data base of DC’s historical demand pattern Finally implementation brought phenomenal result Prior to JITD   Stock out rate : 2 to 5% ( Occasionally as high as 10 to 13%) After JITD Negligible stock out rate of less than.25%(Never exceeded 1%)  Average inventory level also dropped 
  17. 17. Implementation at D.O Cortese
  18. 18. Implementation at D.O Cortese
  19. 19. Implementation at D.O Cortese
  20. 20. Adaptation with other Distributors  Barilla approached other customers with confidence.  Developed a protocol which could be used to communicate with all customers  Each SKU identified with three different product codes Barilla’s code Customer’s code  EAN (European article numbering system) barcode – Most common barcode standard in Europe    Advantages of the coding system    Information can be received through any code Improved data sharing By 1993, all customers were linked electronically with the Barilla Headquarter.
  21. 21. Communication with Customers Distributors each day sent following information to Barilla Electronically 1. Customer code number to identify customer 2. Inventory for each SKU carried by DC 3. Previous day’s “sell through”-All shipments of Barilla products out of DC to consumers on the previous day 4. Stock outs on previous day for every Barilla SKU carried by DC 5. An advance order for any promotions that the customer planned to run in the future 6. Preferred delivery carton size
  22. 22. Group reflections/Takeaway   Better demand forecasting using sophisticated tools ensures a robust supply chain Excessive fluctuation(SD) leads to increased Average Inventory Level, poor USL and frequent stock-out.  Information centralization reduces Bullwhip Effect and enhances inventory management system  Decision needs to be taken amongst “Pull based” and “Push based” systems  To succeed in a new initiative, involvement of Top management is important  Credibility needs to be gained before enforcing any idea to others  Customers need to be convinced with the win-win concept
  23. 23. Thank You Pasta is Delicious !