Product details

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Prize winner
Published by: Institute for Management Development (IMD)
Originally published in: 2004
Version: 07.01.2005

Abstract

This is the second of a two-case series (IMD-6-0264 and IMD-6-0266). Numico, Europe''s second largest infant food manufacturer, refocuses its strategy on its core markets. The key is strategic change - including new product introduction and production rationalisation. To improve customer satisfaction levels and reduce costs, the company initiates two large projects, the first is aimed at visibility to demand and inventory levels - and new supply chain practices to co-ordinate them, with improved reaction time. The second is a complete overhaul of the production and distribution process that includes plant reduction, product rationalisation and shifting of production to eastern Europe. The case looks at the challenges for their implementation, the role of a key change manager, and the future of the company.
Industry:
Size:
EUR4-5 billion annual revenue
Other setting(s):
November 2002 to January 2004

About

Abstract

This is the second of a two-case series (IMD-6-0264 and IMD-6-0266). Numico, Europe''s second largest infant food manufacturer, refocuses its strategy on its core markets. The key is strategic change - including new product introduction and production rationalisation. To improve customer satisfaction levels and reduce costs, the company initiates two large projects, the first is aimed at visibility to demand and inventory levels - and new supply chain practices to co-ordinate them, with improved reaction time. The second is a complete overhaul of the production and distribution process that includes plant reduction, product rationalisation and shifting of production to eastern Europe. The case looks at the challenges for their implementation, the role of a key change manager, and the future of the company.

Settings

Industry:
Size:
EUR4-5 billion annual revenue
Other setting(s):
November 2002 to January 2004

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