'Campari Case\r'

'CAMPARI CASE STUDY Andrea Dimichele 4105507 QUESTIONS: * What ar the run lowal areas in the supply chain function and which is the guiding element of the square function? * What may be the advantages and the disadvantages of a stable labor oscillation producing batches of large dimensions? * How do Camparis dispersion flows work and which logics do they satisfy? * What is the role of client value and what do the people involved in this function do? * How does the online auction system work? The functional areas in the supply chain of Campari are: Procurement of materials issue: sites where the products are made and ready to the first pitch, to the diffusion center there are 13 both over the world. Logistics and transports: that is probably the guiding element of the whole supply chain. A huge products portfolio let Campari’s group to focus the attention on the diffusion forge. It is split in two different channels, the modernistic one (GDO, DO) and the traditio nal one (wholesalers, liquor stores and ho. e. ca day and night). Certain areas let Campari to distribute its products without delay to customers such as disco for spirit plane section or directly to restaurants for Wine segment (i. e. Sella ; Mosca). diffusion strategy so is fundamental to GARANTIRE a eternal and efficient position and to be close to customers. For this crusade Campari group in Italy decide to outsource this shape of supply chain. In fact the central dissemination center is owned by ‘’Gruppo Zanardo’’. As DonatellaRampinelli, customer attention director, highlight ‘’ the choice to outsource the distribution puzzle out in founded on logics of efficiency and EFFICACIA. Until 1991 distribution process was owned by Campari but this impart very high cost for the company so starting from 1995 they decide to outsource the process (also much focused in GDO channel) and this permit also to maximize the effect on warehous e management ( persuadeing, sight management, inventory). Export Management: that involve foreign order, management of commercial border and custom paperwork and physical delivery management.Administrative: that involve administrative and physical paperwork related to minute/export, management of warehouses, or the introduction of new products (custom codes and quantification of taxes). client management * The advantages of having a stable production cps producing batches of large dimensions is that it could facilitate planning of production, warehouses, distribution, and order. Standardization of the process. some other(a) could be cost saving in wrong of production process, using economies of scale or the full disponibilita of products in order to maintain customer loyalty.On the other hand disadvantages are related to higher stock and warehouse costs (also due to taxes) ….. * The distribution process start from the order of the customer, it could be inserted directly from headquarters (fax-mail) or arrive from the SAP CIS done EDI (electronic data interchange) or via CRM (customer relationship management) through the sales force. The process of distribution end with the shipment that could be shipped from production plants directly to customer or passing through distribution centers.The process of shipment as already said is outsourced in order to reduce cargo ships costs, in order to obtain better flavour and have on clipping information on the status of deliveries. Obtaining information in real time about the status of the shipment is fundamental in order to be able to inform the customer in real time and also in order to a better planning of adjacent shipment, warehouses and problem solving (returns, substitutions, delays, urgencies, and so on). * Customer service…… How does the online auction system work? *\r\n'