INDICATORI NELLE PRATICHE LEAN RISULTATI DI UN GRUPPO DI LAVORO
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Risultati di un gruppo di lavoro che ha coinvolto 8 grandi aziende intersettoriali. L'obiettivo della ricerca è stato quello di identificare 10 indicatori in grado di descrivere il livello di "snellezza" dell'azienda. Gli indicatori sono validi per differenti settori di appartenenza
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INDICATORI NELLE PRATICHE LEAN. RISULTATO DI UN GRUPPO D LAVORO
Risultati di un gruppo di lavoro che ha coinvolto 8 grandi aziende intersettoriali. L'obiettivo della ricerca è stato quello di identificare 10 indicatori in grado di descrivere il livello di "snellezza" dell'azienda. Gli indicatori sono validi per differenti settori di appartenenza
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Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente.
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This document presents a study that develops a model to identify wastes in marketing strategies using lean principles. The study applies the model to 12 Italian SMEs. The model identifies 8 types of waste in marketing: overproduction, inventory, waiting, transportation, overprocessing, motion, defects, and unused talent. Companies rate their current and ideal states for each waste. The largest gaps identify high priority wastes to address. After implementation, companies found the model helped identify improvement tools, increased customer knowledge, and improved satisfaction. However, regular customer surveys are needed and a prioritization system for improvement projects. Overall, companies found the waste classification a useful way to identify non-value-added marketing activities.
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The document discusses applying lean principles to marketing strategies. It provides background on lean philosophy and identifies potential wastes in marketing similar to manufacturing wastes. The author conducted a study applying lean tools to identify and reduce wastes in 10 Italian SMEs. Common wastes identified included waiting, overproduction, and defects. Tools like value stream mapping, Makigami process, and quality function deployment helped reduce times and improve customer satisfaction. The study demonstrated the potential to identify and reduce marketing wastes using lean principles.
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INDICATORI NELLE PRATICHE LEAN. RISULTATO DI UN GRUPPO D LAVORO
Risultati di un gruppo di lavoro che ha coinvolto 8 grandi aziende intersettoriali. L'obiettivo della ricerca è stato quello di identificare 10 indicatori in grado di descrivere il livello di "snellezza" dell'azienda. Gli indicatori sono validi per differenti settori di appartenenza
Clienti on line. Solo il 2% delle aziende sorprendono il cliente
Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente.
THE WASTES IN THE LEAN MARKETING. A PROPOSED TAXONOMY
This document presents a study that develops a model to identify wastes in marketing strategies using lean principles. The study applies the model to 12 Italian SMEs. The model identifies 8 types of waste in marketing: overproduction, inventory, waiting, transportation, overprocessing, motion, defects, and unused talent. Companies rate their current and ideal states for each waste. The largest gaps identify high priority wastes to address. After implementation, companies found the model helped identify improvement tools, increased customer knowledge, and improved satisfaction. However, regular customer surveys are needed and a prioritization system for improvement projects. Overall, companies found the waste classification a useful way to identify non-value-added marketing activities.
LEAN MARKETING: GLI SPRECHI NELLE STRATEGIE DI MARKETING
La letteratura è ricca di casi e di testi sulla filosofia lean (manufacturin, office, design accounting, etc), ma ancora poco è stato scritto sull'applicabilità della stessa al marketing. In questo articolo si vedono gli sprechi riconosciuti da Ohno in chiave di marketing.
Wastes and tools in the lean marketing strategy . This paper has been present...
The document discusses applying lean principles to marketing strategies. It provides background on lean philosophy and identifies potential wastes in marketing similar to manufacturing wastes. The author conducted a study applying lean tools to identify and reduce wastes in 10 Italian SMEs. Common wastes identified included waiting, overproduction, and defects. Tools like value stream mapping, Makigami process, and quality function deployment helped reduce times and improve customer satisfaction. The study demonstrated the potential to identify and reduce marketing wastes using lean principles.
Inclusion and procurement
The document discusses ensuring procurement of IT solutions that comply with disability discrimination laws. It provides checklists of accessibility factors to consider for hardware, software, learning platforms and more. It emphasizes asking suppliers about the accessibility standards their solutions meet and testing the solutions directly with people with disabilities. Non-compliant suppliers may promise future improvements; it's important they commit to timelines and standards in contracts. Accessibility should be explicitly required in procurement documents and part of supplier selection and scoring.
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This document summarizes a lecture by Andrea Payaro on e-supply chains and digital networks. It provides background on Payaro, including his credentials and experience in logistics and supply chain management. Key points covered include definitions of logistics, supply chain management, and e-supply chains. The role of information and communication technologies in enabling automation and flexibility in e-supply chain management is discussed. Potential threats to e-supply chains are listed, such as lack of collaboration between departments and over-reliance on manual processes. The conclusion emphasizes that people management, automation, information sharing, and communication technologies are critical for e-supply chain efficiency, effectiveness and flexibility.
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Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market.
The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size.
The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes:
1) Drivers to SC integration;
2) Perceived switching costs.
This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies.
Online grocery brick and mortar retailers. State of the art in Italy, but is ...
In contemporary entrepreneurial environment based on customer retention, the growth of the internet has pushed the most dynamic businesses to compete in the electronic market. The recent evolvement of the Internet as a new major distribution channel has obtained much attention, as the online channel calls the viability of traditional stationary retailing into question. Today, since innovation is a key factor in the Digital Age, the presence in the digital marketplace is essential for retailers, also in the food retailing. The paper aims to analyze the online commerce for food groceries and compare the evolution from 2017 to 2019. The sample represents the 99% of Italian brands of brick and mortar supermarkets and hypermarket. The first study was conducted in 2017, after two years the paper has analyzed the same sample and reported how many groceries retailers have adopted the online selling. Through the visit of every Internet site and some interviews to managers, this paper proposes the reasons why only a limited number of grocery brands sell food over Internet. Moreover this paper calculates the cost (in Italy) to prepare the expense and satisfy the order of a customer. Characteristics of goods (freshness, perishability, cold chain warranty, etc.), expensive operations needed to prepare the delivery, the cost of delivery, and difficult reverse logistics are the main causes of low adoption of e-commerce. Online groceries retailers are concentrated around big cities in particular in the north Italy (Milan, Turin, Genoa, etc.). Expense is prepared inside the retail by the employees. Some shops use the drive-in model and only a limited number of cases deliver to home. The few cases of food e-commerce offer the delivery only in a limited area of big cities. At the end, this paper demonstrates the logistics cost (picking, packing and transport) in Italy is higher than the price of the service and this strategy isn't profitable for companies.
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Trends in logistics warehouse management payaro
Andrea Payaro is a logistics expert who has over 15 years of experience in logistics and supply chain management. She holds a Ph.D. in Business Management and has worked as a consultant, lecturer, and author on logistics topics. In her presentation, she discusses trends in logistics, including increased automation, use of barcodes/RFID, outsourcing vs insourcing, and emerging technologies like augmented reality, drones, and the internet of things. She emphasizes the importance of selecting the right solutions based on a company's specific needs and continuously improving processes.
LARGO CONSUMO LOGISTICA SOSTENIBILE ESEMPI FEB 2016
Alcuni esempi di distribuzione urbana delle merci
LA BASE LOGISTICA ONU DI BRINDISI
Le principali caratteristiche della base logistica ONU di Brindisi e l'organizzazione del suo magazzino
I COSTI OCCULTI NEI PUNTI DI VENDITA
L'articolo descrive i più comuni costi occulti di tipo logistico che sono presenti nei punti di vendita, in particolare della grande distribuzione
Logistics Outsourcing. Why do not any Italian SMEs adopt the externalization?
Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy.
This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 30 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs.
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Marketing and logistics integration PAYARO.pdf
Supply chain integration is divided into two dimensions, namely internal integration and external integration. Internal integration refers to cross-functional collaborative processes within the company. External integration consists of the integration of suppliers, the integration of customers and logistics service providers. Sometimes external integration works best if the company has good internal integration. On the other hand, the lack of internal integration is the cause of external integration and the realization of the supply chain. For this reason, the present work aims to investigate the integration between two fundamental functions: logistics and marketing. Both are strategic because their performance directly affects customer satisfaction. Studies investigating this relationship are still limited in number. Therefore, this document aims to examine whether functions share information on processes such as new product development, package redesign, promotions and product returns. The literature, in fact, highlights that the lack of integration leads to an increase in operating, inventory management and transport costs. Through an online questionnaire, this paper analyzes the state of the art in 83 Italian companies. The results confirm the low rate of integration between logistics and marketing not only in small and medium-sized enterprises but also in large companies.
Logistics for food & grocery e-commerce
This document summarizes Andrea Payaro's research on e-commerce logistics solutions for food and grocery delivery processes in Italy. Payaro analyzed 131 Italian internet grocery sites in 2017 and 132 in 2019. In 2017, 14 sites had online commerce capabilities, growing to 30 sites in 2019. Payaro identified four common delivery models - home delivery, drive through, click and collect, and locker delivery. Issues with online grocery include short lead times, cold chain needs, picking efficiency, and return policies. Payaro proposes solutions like dark stores, batch picking, automated identification and routing, and adjusting product assortments. The right design requires balancing technology, management, automation, training and lean processes to reduce logistics costs while providing good customer
2020 webinar e supply chain eng ver
This document summarizes a lecture by Andrea Payaro on e-supply chains and digital networks. It provides background on Payaro, including his credentials and experience in logistics and supply chain management. Key points covered include definitions of logistics, supply chain management, and e-supply chains. The role of information and communication technologies in enabling automation and flexibility in e-supply chain management is discussed. Potential threats to e-supply chains are listed, such as lack of collaboration between departments and over-reliance on manual processes. The conclusion emphasizes that people management, automation, information sharing, and communication technologies are critical for e-supply chain efficiency, effectiveness and flexibility.
2020 supply chain aspetti pratici payaro
Esempi di integrazione verticale e orizzontale, principali modelli di supply chain.
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DDMRP a practical, proven, and emerging method for supply chain planning and execution that effectively brings MRP into the modern era.
I n-s-i-e-m-e to start again the new 7-steps model to design company organiza...
INSIEME is an Italian word that means TOGETHER. Together is the spirit of the network, it represents the back bone of supply chain. Together is the main solution of bullwhip effect moreover TOGETHER means integration: communication among partner, coordination and collaboration. Restarting TOGETHER (INSIEME) could be the slogan after the period of downtime needed to stop the pandemic COVID 19. But I-N-S-I-E-M-E (TOGETHER) is an acronym that defines 7 steps to start or re-start the business. The goal is to define a new organization with new supply chain collaborations ready for next months
Supply Chain Management implementations in Italian SMEs. A proposed taxonomy
Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market.
The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size.
The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes:
1) Drivers to SC integration;
2) Perceived switching costs.
This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies.
Online grocery brick and mortar retailers. State of the art in Italy, but is ...
In contemporary entrepreneurial environment based on customer retention, the growth of the internet has pushed the most dynamic businesses to compete in the electronic market. The recent evolvement of the Internet as a new major distribution channel has obtained much attention, as the online channel calls the viability of traditional stationary retailing into question. Today, since innovation is a key factor in the Digital Age, the presence in the digital marketplace is essential for retailers, also in the food retailing. The paper aims to analyze the online commerce for food groceries and compare the evolution from 2017 to 2019. The sample represents the 99% of Italian brands of brick and mortar supermarkets and hypermarket. The first study was conducted in 2017, after two years the paper has analyzed the same sample and reported how many groceries retailers have adopted the online selling. Through the visit of every Internet site and some interviews to managers, this paper proposes the reasons why only a limited number of grocery brands sell food over Internet. Moreover this paper calculates the cost (in Italy) to prepare the expense and satisfy the order of a customer. Characteristics of goods (freshness, perishability, cold chain warranty, etc.), expensive operations needed to prepare the delivery, the cost of delivery, and difficult reverse logistics are the main causes of low adoption of e-commerce. Online groceries retailers are concentrated around big cities in particular in the north Italy (Milan, Turin, Genoa, etc.). Expense is prepared inside the retail by the employees. Some shops use the drive-in model and only a limited number of cases deliver to home. The few cases of food e-commerce offer the delivery only in a limited area of big cities. At the end, this paper demonstrates the logistics cost (picking, packing and transport) in Italy is higher than the price of the service and this strategy isn't profitable for companies.
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Quali rischi corrono le PMI che non considerano la logistica una funzione strategica e quali sono, invece, le opportunità offerte da una gestione dei processi efficace ed efficiente. Miglioramento continuo, benchmark e formazione sono le leve per far rimanere le PMI competitive.
Trends in logistics warehouse management payaro
Andrea Payaro is a logistics expert who has over 15 years of experience in logistics and supply chain management. She holds a Ph.D. in Business Management and has worked as a consultant, lecturer, and author on logistics topics. In her presentation, she discusses trends in logistics, including increased automation, use of barcodes/RFID, outsourcing vs insourcing, and emerging technologies like augmented reality, drones, and the internet of things. She emphasizes the importance of selecting the right solutions based on a company's specific needs and continuously improving processes.
LARGO CONSUMO LOGISTICA SOSTENIBILE ESEMPI FEB 2016
Alcuni esempi di distribuzione urbana delle merci
LA BASE LOGISTICA ONU DI BRINDISI
Le principali caratteristiche della base logistica ONU di Brindisi e l'organizzazione del suo magazzino
I COSTI OCCULTI NEI PUNTI DI VENDITA
L'articolo descrive i più comuni costi occulti di tipo logistico che sono presenti nei punti di vendita, in particolare della grande distribuzione
Logistics Outsourcing. Why do not any Italian SMEs adopt the externalization?
Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy.
This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 30 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs.
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