“Materials” Group under Sub group 7 of working group on power
Group 7
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Transcript of Group 7
Barilla SpA
BY:M.V. Karthik
Introduction
Started in 1875 by Pietro Barilla in a small shop in Parma, ItalyBy 1990, Barilla SPA - World’s largest pasta producerPasta Share - 35% in Italy and 22% in Europe2 Product Categories – 75% Dry and 25% Fresh Fresh Products had 21 day Shelf LivesDry Products had Long ( 18 to 24 Months) or Medium(10 to 12 weeks) Shelf Lives800 SKUs of Dry Products Retail Outlets – Small independent shops and Supermarkets (Chain and Independent)
Distribution System
PLANT
CDC’s
GD’s DO’s
“Signora Maria” ShopsIndependent supermarkets
Chain supermarkets
Customers Customers Customers
Barilla run depots
Flo
w o
f In
form
atio
n
CDC = Central Distribution CentreGD = Grand DistributorsDO = Organized Distributors
65%35%
Issues FacedExtreme 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
Demand FluctuationReasons
Excessive Promotional activities
Volume Discount
No limit in order quantities from distributors
Product proliferations
Lack of sophisticated forecasting techniques.
Demand FluctuationExhibit 12
Demand FluctuationMethods adopted to curb fluctuation
Excess FG inventory to meet Distributors’ demandAdditional inventory at Distributors warehouses
Impact
Overburdened Manufacturing and Logistic operationPoor product deliveryThinning of retailers/distributors marginIncreased inventory carrying costUnanticipated demand Bullwhip effect
Bullwhip EffectVariation in Demand caused Bullwhip effect in the entire supply chain
DistributorPlant Retailer
Order TransferOrder Transfer
Magnified Variation in Order
Bullwhip EffectCauses of Bullwhip Effect
Inaccuracies in Demand ForecastingLong Lead TimesPrice fluctuation due to Promotional activitiesOrder batching
To reduce ordering CostTo take advantage of Transportation economics such as full truck loadSales incentiveForward buying due to promotional activities to get benefit from lower price
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.
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
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
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 programInventory dropped from 10.1 days to 3.6 daysService 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 DepotSimilar performance improvement as Florence
These experiments established the credibility of JITD system
Implementation Result
Implementation Result
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 resultPrior 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
Implementation at D.O Cortese
Implementation at D.O Cortese
Implementation at D.O Cortese
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.
Communication with CustomersDistributors 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
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
Thank You
Pasta is Delicious !