Campari Case

CAMPARI CASE prove Andrea Dimichele 4105507 QUESTIONS * What argon the in operation(p) atomic number 18as in the supply chain function and which is the manoeuvre element of the unanimous function? * What may be the advantages and the disadvantages of a steadfast exertion cycle producing batches of large dimensions? * How do Camparis statistical distribution flows work and which logics do they satisfy? * What is the role of guest service and what do the people gnarled in this function do? * How does the online auction system work? The functional areas in the supply chain of Campari are Procurement of materials Production sites where the products are made and ready to the first delivery, to the distribution vegetable marrow there are 13 all over the world. Logistics and transports that is probably the guiding element of the whole supply chain. A huge products portfolio let Camparis group to snap the attention on the distribution crop. It is split in two unlike channels, th e modern one (GDO, DO) and the traditional one (wholesalers, liquor stores and ho. e. ca mean solar day and night). Certain areas let Campari to distribute its products presently to customers such as disco music for spirit segment or directly to restaurants for Wine segment (i. e. Sella Mosca). diffusion strategy so is fundamental to GARANTIRE a constant and efficient short letter and to be close to customers. For this reason Campari group in Italy decide to outsource this process of supply chain. In fact the central distribution center is owned by Gruppo Zanardo. As DonatellaRampinelli, client management director, laid-backlight the woof to outsource the distribution process in founded on logics of efficiency and EFFICACIA. Until 1991 distribution process was owned by Campari but this generate very high cost for the company so starting from 1995 they decide to outsource the process (also more focused in GDO channel) and this permit also to maximizing the solvent on wareho use management ( stocking, order management, inventory). Export Management that bring foreign order, management of commercial border and custom paperwork and physical delivery management.Administrative that involve administrative and physical paperwork related to import/export, management of warehouses, or the introduction of new products (custom codes and quantification of taxes). Customer management * The advantages of having a stable production cycle producing batches of large dimensions is that it could facilitate planning of production, warehouses, distribution, and order. Standardization of the process. An early(a) could be cost saving in terms of production process, using economies of outstrip or the fully disponibilita of products in order to maintain customer loyalty.On the other hand disadvantages are related to higher stock and warehouse cost (also due to taxes) .. * The distribution process start from the order of the customer, it could be inserted directly from headqu arters (fax-mail) or arrive from the SAP CIS with EDI (electronic data interchange) or via CRM (customer relationship management) through the sales force. The process of distribution end with the commitment 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 transportation costs, in order to obtain transgress quality and have on time information on the situation 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 next shipment, warehouses and problem solving (returns, substitutions, delays, urgencies, and so on). * Customer service How does the online auction system work? *