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Barilla Spa
Executive Summary
The Italian Pasta Manufacturer, Barilla SpA, is experiencing inefficiencies and increases in cost due to variability in demand from its distributors. Giorgio Magialli, the Director of Logistics, wants to implement a Just-In-Time Distribution (JITD) system to gain more control. The JITD system was originally proposed by Barilla's former Director of Logistics, Brando Vitali. The new system is untraditional and is being rejected by both distributors and Barilla's internal departments.
I have reviewed the reasons for opposition and have made recommendations to gain support for the new JITD system.

Statement of Issues
The main reasons for the fluctuations in demand are:
Promotions: Barilla's sales strategy relies on the use of trade promotions. They divided the year into 10 to 12 canvass periods, during which various products were offered at a discount. Incentives for sales reps were based on targets for each canvass period. Barilla offered volume discounts to its distributors for orders placed in full truck loads, and sales reps offered discounts for multi-truck load orders.
Sales Representative: Barilla rewarded its sales reps based on amount of product sold. Therefore, they would push product during the promotional period but were not able to sell as much during a non-promotional period.
Lack of Forecasting: Although nearly all of the distributors had computer supported ordering systems, few had sophisticated forecasting systems for determining order quantities.
Lack of Order Control: Barilla does not require its distributors to place minimum orders, or have a maximum order amount in place during its promotional periods.
Implications of Fluctuation Demand:
Manufacturing Costs: These costs would increa ...
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Classic Airlines

This paper will cover an in-depth look and analysis of Classic Airlines, a twenty five-year-old passenger airline. Classic Airlines commands a fleet of more 375 jets that serve 240 cities with more than 2300 daily flights making it the fifth largest airline in the world (University of Phoenix, 2007). Classic has grown to an organization of 32,000 employees, and last year, it earned $10 million on $8.7 billion in sales (University of Phoenix, 2007).
The paper will give the reader background information concerning the current situation the company faces, determine the key issues in the situation, opportunities the company has to address, who this will affect, and the desired end-state goals of the company.
Situation Background : "Increased uncertainty about flying has affected industry stock prices across the board, and Classic has seen a 10% decrease in share prices in the past year. With a concerned investment community on the watch, the airline industry operates under a microscope, subject to scrutiny from all sectors. Not surprisingly, the negativity from Wall Street to the media to the public has affected employee morale, which is the lowest its ever been. Consumer confidence also appears to be waning. By January 2005, Classic's declining Classic Rewards program measured a 19 percent decrease in the number of Classic Rewards members, and 21 percent decrease in flights per remaining member. Clearly, loyal customers were jumping ship and the ones still aboard seemed to be flying less frequently -- or at least less frequently with Classic Airlines....

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