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1、精品文档，仅供学习与交流，如有侵权请联系网站删除Strategic Supply Chain Management:Barilla sPADrainville, Julie, Pieris Sherline, Yu Zhewen, Ren Yuan, Okafo EKE, IfeomaESC4710 _010March 27, 2017Table of ContentsCase Study 2: Barilla SpA3Company Background3Company Origins3Figure 1: Trend of Barilla Sales and Italian Price In
2、dex4Pasta Market Share5Figure 2: 1990 Italian Pasta Market by Market Share5Figure 3: 1990 European Pasta Market by Market Share5Figure 4: 1990 Italian Bakery Market by Market Share6Pasta Manufacture6Figure 5: Barillas Product Divisions6Channels of Distribution7Figure 6: An illustration of characteri
3、stic of Barillas Products7Underlying Drivers and Cause of Fluctuation Demand7Figure 7: Weekly Demand of Barilla Dry Products8(Hammond, 1994, p.22).8Lack of Downstream Visibility8The Bullwhip Effect9(Chopra & Meindl, 2016)10Figure 8: Demand Fluctuation at Different Stages in the Supply Chain10Supply
4、Chain Objectives11Figure 9: Barilla Distribution Channel11Pasta Demand Patterns11Impact of Fluctuation Demand12Affected Line Items13Just in Time Distribution (JITD) and cost reduction14Functions of Just in Time Distribution14Barilla Implementation of Just in Time Distribution16Customer Resistance17C
5、ustomer Persuasion17Internal resistance18Interpretation of JITD to salespeople19Effect on Sales Performance and Customer Satisfaction19Effects on Promotions20Channel Decisions21Downstream Supply Chain Visibility21(Weblearnindia 2014)22Figure 10: Visualization of a Supply Chain22Visibility - Upstream
6、 from the Manufacturer23References25Case Study 2: Barilla SpACompany BackgroundCompany OriginsBarilla is an organization owned by Pietro Barilla, which started out in 1875 as a retailer. The stores main products included pasta and bread that were produced in a lab next door (Hammond, 1994, p.1). Bar
7、illa grew turning into a large pasta manufacturer, experiencing significant growth before it was passed to his sons Pietro and Gianni in the 40s (Hammond, 1994, p.1). As Barillas ownership was passed down through the generations, the company grew and became a vertically integrated corporation (Hammo
8、nd, 1994, p.1). The growth resulted the organization being compromised of flourmills, pasta plants and bakery-product factories geographically dispersed throughout Italy (Hammond, 1994, p.2).Barilla was able to grow its market share of the pasta industry through their manufacture of high quality pro
9、ducts, innovative marketing techniques and practices and by creating a strong brand within Italy. These strategies resulted in double digit growth. Barilla made bold strides and began to construct the worlds most sophisticated and technologically advanced pasta plant (Hammond, 1994, p.2). The high i
10、nvestment in building this facility placed huge pressure on Barillas finances. In 1971, Barilla ended up being sold to a multinational firm named Grace (Hammond, 1994, p.2).In addition to changes in the organizations business practices, Grace introduced a new line of bakery products called White Mil
11、l. The highly regulated Italian economy and Barilla operating environment coupled with difficult economic conditions of the 70s made it difficult to operate Barilla remain profitably (Hammond, 1994, p.2). This led to the re-sale of Barilla to its original owner Pietro Barilla in 1979 (Hammond, 1994,
12、 p.2).With new infusion of capital coupled with the organizational changes instituted by Grace, Pietro was able to return Barilla to its former glory as depicted in Figure 1. A growth rate of 21% was made possible in the 80s through the international expansion of the Barilla brand, and the acquisiti
13、on of new businesses (Hammond, 1994, p.2). Barilla maintained a research and development facility and pilot production plant for developing and testing new products and production processes for their organization. Figure 1: Trend of Barilla Sales and Italian Price IndexPasta Market Share The followi
14、ng data was extracted from the Barilla case study. Figure 2: 1990 Italian Pasta Market by Market Share Figure 3: 1990 European Pasta Market by Market Share Figure 4: 1990 Italian Bakery Market by Market Share Pasta Manufacture The major processes involved in pasta manufacturing include: mixing, roll
15、ing, cutting, heating in a kiln, drying and packaging. Barilla employed a tightly controlled production sequence to minimize change over costs in spite of producing a wide variety of pasta creating a very inflexible manufacturing environment (Hammond, 1994, p.3). Some plants produced different varie
16、ties; others were dedicated plants including long and short pasta plants. Figure 5: Barillas Product DivisionsChannels of DistributionA profile of Barillas products, as well as some key features is shown below in Figure 6.Figure 6: An illustration of characteristic of Barillas ProductsUnderlying Drivers
