Kraft-Heinz Italia portfolio is too large and complex, with more than 640 different stock keeping units, which makes very difficult and time-consuming their management. Furthermore, a considerable part of these products are not profitable or the profit doesn’t compensate their managerial effort. The objective is to simplify and improve the performance of company portfolio. In order to reduce the range of products some of them will be delisted, whereas others will be enhanced using some countermeasures. Apart from the managerial benefits and time saved in the simplification of logistics, demand planning and production, there is also a financial saving from not producing and selling those products that generate losses. In the analysis, the worst products of the company portfolio are identified, and also the reason why they perform this way. There are two important and differentiated parts: a financial analysis of the products sold from Kraft-Heinz to its clients (Sell-In), and a market analysis of the products sold from Kraft-Heinz customers to final consumer (Sell-Out). The procedure followed is very similar for both parts and the methodology used is the A3 Problem Solving, where different tools such as Pareto, Cross Matrix, Ishikawa Diagram and Five Whys have been applied. Finally, considering all the analysis done specific countermeasures are developed, which will be applied to each product. The final output is the delisting of 15 products and the related savings of resources dedicated to them. Furthermore, it is created a D-Complexity routine with meetings during the year, with the aim of enhancing the performance of the portfolio and to create a lean philosophy of continuous improvement and optimization.
Il portafoglio di Kraft-Heinz Italia è troppo ampio e complesso, con oltre 640 diversi prodotti, il che rende la loro gestione molto difficile e dispendiosa in termini di tempo. Inoltre, una parte considerevole di questi prodotti non è profitevole o il profitto non compensa il loro sforzo manageriale. L'obiettivo è semplificare e migliorare le prestazioni del portafoglio aziendale. Al fine di ridurre la gamma di prodotti, alcuni di essi verranno eliminati, mentre altri saranno migliorati usando alcune contromisure. Oltre ai vantaggi gestionali e al tempo risparmiato nella semplificazione della logistica, della pianificazione della domanda e della produzione, ci è anche un risparmio finanziario dal non produrre e vendere quei prodotti che generano perdite. Nell'analisi vengono identificati i prodotti peggiori del portafoglio aziendale e anche il motivo per cui si comportano in questo modo. Ci sono due parti importanti e differenziate: un'analisi finanziaria dei prodotti venduti da Kraft-Heinz ai suoi clienti (Sell-In) e un'analisi di mercato dei prodotti venduti dai clienti di Kraft-Heinz al consumatore finale (Sell-Out). La procedura seguita è molto simile per entrambe le parti e la metodologia utilizzata è la risoluzione dei problemi A3, in cui sono stati applicati strumenti diversi come Pareto, Cross Matrix, Ishikawa Diagram e Five Whys. Infine, considerando tutte le analisi fatte vengono sviluppate contromisure specifiche, che verranno applicate a ciascun prodotto. L'output finale è il delisting di 15 prodotti e il relativo risparmio di risorse a loro dedicato. Inoltre, viene creata una routine D-Complexity con incontri durante l'anno, con l'obiettivo di continuare a migliorare le prestazioni del portafoglio e creare una filosofia “lean” di miglioramento e ottimizzazione continui.
Analysis and performance improvement of products portfolio related to a company working in the food sector
MARTÍNEZ MARTÍ, JOSEP
2019/2020
Abstract
Kraft-Heinz Italia portfolio is too large and complex, with more than 640 different stock keeping units, which makes very difficult and time-consuming their management. Furthermore, a considerable part of these products are not profitable or the profit doesn’t compensate their managerial effort. The objective is to simplify and improve the performance of company portfolio. In order to reduce the range of products some of them will be delisted, whereas others will be enhanced using some countermeasures. Apart from the managerial benefits and time saved in the simplification of logistics, demand planning and production, there is also a financial saving from not producing and selling those products that generate losses. In the analysis, the worst products of the company portfolio are identified, and also the reason why they perform this way. There are two important and differentiated parts: a financial analysis of the products sold from Kraft-Heinz to its clients (Sell-In), and a market analysis of the products sold from Kraft-Heinz customers to final consumer (Sell-Out). The procedure followed is very similar for both parts and the methodology used is the A3 Problem Solving, where different tools such as Pareto, Cross Matrix, Ishikawa Diagram and Five Whys have been applied. Finally, considering all the analysis done specific countermeasures are developed, which will be applied to each product. The final output is the delisting of 15 products and the related savings of resources dedicated to them. Furthermore, it is created a D-Complexity routine with meetings during the year, with the aim of enhancing the performance of the portfolio and to create a lean philosophy of continuous improvement and optimization.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/153620