JITD
Giorgia Maggiali, head of materials management for Barilla, is developing and implementing the “Just-in-Time Distribution” program across the business. It is recommended Maggiali utilize sales reps to streamline and advocate for JITD at the store level.
Work Directly with Internal and External Groups to Communicate Clear Vision
In order to successfully implement a change in how business is conducted in any large institution, like the JITD system, it needs to overcome resistive forces from internal and external groups. One way to diminish the resistance from within the company is to have complete support from all C-level executives because right now it seems that Maggiali is running this project all by himself without the support of any other executive. Once this is accomplished, the plan can be disseminate throughout the company and set up incentives for for employees from all departments to want to be involved in this new project. But really, the true incentive for the employees is that fact that they have the opportunity to be working on a major project that has a lot attention from all the executives which will have a major impact on the company and potentially the industry. The best way to get external groups on board with the JITD system is to clearly present them that the potential benefits will greatly outweigh any costs that the disruption may have on their business operations. Furthermore, selecting the first few group of distributors is critical and should very be meticulous in the selection process. Mostly the selected distributors are fairly new to the industry and do not have a deeply embedded system in place with their buyers or with distributors that are willing to take more risk and not so averse to change. On top of that, give these distributors a portion of the saving that the manufactures will save in the successful implementation of this system for the next 3 years. Maggiali should have his sale force to approach these
Work Directly with Internal and External Groups to Communicate Clear Vision
In order to successfully implement a change in how business is conducted in any large institution, like the JITD system, it needs to overcome resistive forces from internal and external groups. One way to diminish the resistance from within the company is to have complete support from all C-level executives because right now it seems that Maggiali is running this project all by himself without the support of any other executive. Once this is accomplished, the plan can be disseminate throughout the company and set up incentives for for employees from all departments to want to be involved in this new project. But really, the true incentive for the employees is that fact that they have the opportunity to be working on a major project that has a lot attention from all the executives which will have a major impact on the company and potentially the industry. The best way to get external groups on board with the JITD system is to clearly present them that the potential benefits will greatly outweigh any costs that the disruption may have on their business operations. Furthermore, selecting the first few group of distributors is critical and should very be meticulous in the selection process. Mostly the selected distributors are fairly new to the industry and do not have a deeply embedded system in place with their buyers or with distributors that are willing to take more risk and not so averse to change. On top of that, give these distributors a portion of the saving that the manufactures will save in the successful implementation of this system for the next 3 years. Maggiali should have his sale force to approach these