�ݺ�ߣshows by User: andreapayaro

�ݺ�ߣshows by User: andreapayaro / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: andreapayaro / Mon, 01 Aug 2022 06:55:14 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: andreapayaro Marketing and logistics integration PAYARO.pdf /slideshow/marketing-and-logistics-integration-payaropdf/252384013 marketingandlogisticsintegrationpayaro-220801065514-1bf33eab
Supply chain integration is divided into two dimensions, namely internal integration and external integration. Internal integration refers to cross-functional collaborative processes within the company. External integration consists of the integration of suppliers, the integration of customers and logistics service providers. Sometimes external integration works best if the company has good internal integration. On the other hand, the lack of internal integration is the cause of external integration and the realization of the supply chain. For this reason, the present work aims to investigate the integration between two fundamental functions: logistics and marketing. Both are strategic because their performance directly affects customer satisfaction. Studies investigating this relationship are still limited in number. Therefore, this document aims to examine whether functions share information on processes such as new product development, package redesign, promotions and product returns. The literature, in fact, highlights that the lack of integration leads to an increase in operating, inventory management and transport costs. Through an online questionnaire, this paper analyzes the state of the art in 83 Italian companies. The results confirm the low rate of integration between logistics and marketing not only in small and medium-sized enterprises but also in large companies.]]>
Supply chain integration is divided into two dimensions, namely internal integration and external integration. Internal integration refers to cross-functional collaborative processes within the company. External integration consists of the integration of suppliers, the integration of customers and logistics service providers. Sometimes external integration works best if the company has good internal integration. On the other hand, the lack of internal integration is the cause of external integration and the realization of the supply chain. For this reason, the present work aims to investigate the integration between two fundamental functions: logistics and marketing. Both are strategic because their performance directly affects customer satisfaction. Studies investigating this relationship are still limited in number. Therefore, this document aims to examine whether functions share information on processes such as new product development, package redesign, promotions and product returns. The literature, in fact, highlights that the lack of integration leads to an increase in operating, inventory management and transport costs. Through an online questionnaire, this paper analyzes the state of the art in 83 Italian companies. The results confirm the low rate of integration between logistics and marketing not only in small and medium-sized enterprises but also in large companies.]]> Mon, 01 Aug 2022 06:55:14 GMT /slideshow/marketing-and-logistics-integration-payaropdf/252384013 andreapayaro@slideshare.net(andreapayaro) Marketing and logistics integration PAYARO.pdf andreapayaro Supply chain integration is divided into two dimensions, namely internal integration and external integration. Internal integration refers to cross-functional collaborative processes within the company. External integration consists of the integration of suppliers, the integration of customers and logistics service providers. Sometimes external integration works best if the company has good internal integration. On the other hand, the lack of internal integration is the cause of external integration and the realization of the supply chain. For this reason, the present work aims to investigate the integration between two fundamental functions: logistics and marketing. Both are strategic because their performance directly affects customer satisfaction. Studies investigating this relationship are still limited in number. Therefore, this document aims to examine whether functions share information on processes such as new product development, package redesign, promotions and product returns. The literature, in fact, highlights that the lack of integration leads to an increase in operating, inventory management and transport costs. Through an online questionnaire, this paper analyzes the state of the art in 83 Italian companies. The results confirm the low rate of integration between logistics and marketing not only in small and medium-sized enterprises but also in large companies. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/marketingandlogisticsintegrationpayaro-220801065514-1bf33eab-thumbnail.jpg?width=120&height=120&fit=bounds" /> Supply chain integration is divided into two dimensions, namely internal integration and external integration. Internal integration refers to cross-functional collaborative processes within the company. External integration consists of the integration of suppliers, the integration of customers and logistics service providers. Sometimes external integration works best if the company has good internal integration. On the other hand, the lack of internal integration is the cause of external integration and the realization of the supply chain. For this reason, the present work aims to investigate the integration between two fundamental functions: logistics and marketing. Both are strategic because their performance directly affects customer satisfaction. Studies investigating this relationship are still limited in number. Therefore, this document aims to examine whether functions share information on processes such as new product development, package redesign, promotions and product returns. The literature, in fact, highlights that the lack of integration leads to an increase in operating, inventory management and transport costs. Through an online questionnaire, this paper analyzes the state of the art in 83 Italian companies. The results confirm the low rate of integration between logistics and marketing not only in small and medium-sized enterprises but also in large companies.

Marketing and logistics integration PAYARO.pdf from Andrea Payaro

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0 Logistics for food & grocery e-commerce /slideshow/logistics-for-food-grocery-ecommerce/249565368 2021foodgroceryonlineeng-210701140422
Issues and proposals to manage efficiently the pick and delivery goods]]>
Issues and proposals to manage efficiently the pick and delivery goods]]> Thu, 01 Jul 2021 14:04:22 GMT /slideshow/logistics-for-food-grocery-ecommerce/249565368 andreapayaro@slideshare.net(andreapayaro) Logistics for food & grocery e-commerce andreapayaro Issues and proposals to manage efficiently the pick and delivery goods <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2021foodgroceryonlineeng-210701140422-thumbnail.jpg?width=120&height=120&fit=bounds" /> Issues and proposals to manage efficiently the pick and delivery goods

Logistics for food & grocery e-commerce from Andrea Payaro

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0 2020 webinar e supply chain eng ver /slideshow/2020-webinar-e-supply-chain-eng-ver/237136796 2020webinare-supplychainengver-200722073149
From Logistics to e-Supply Chain: main threats to integration]]>
From Logistics to e-Supply Chain: main threats to integration]]> Wed, 22 Jul 2020 07:31:49 GMT /slideshow/2020-webinar-e-supply-chain-eng-ver/237136796 andreapayaro@slideshare.net(andreapayaro) 2020 webinar e supply chain eng ver andreapayaro From Logistics to e-Supply Chain: main threats to integration <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2020webinare-supplychainengver-200722073149-thumbnail.jpg?width=120&height=120&fit=bounds" /> From Logistics to e-Supply Chain: main threats to integration

2020 webinar e supply chain eng ver from Andrea Payaro

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0 2020 supply chain aspetti pratici payaro /slideshow/2020-supply-chain-aspetti-pratici-payaro/236429287 2020supplychainaspettipraticipayaro-200630185011
Esempi di integrazione verticale e orizzontale, principali modelli di supply chain.]]>
Esempi di integrazione verticale e orizzontale, principali modelli di supply chain.]]> Tue, 30 Jun 2020 18:50:11 GMT /slideshow/2020-supply-chain-aspetti-pratici-payaro/236429287 andreapayaro@slideshare.net(andreapayaro) 2020 supply chain aspetti pratici payaro andreapayaro Esempi di integrazione verticale e orizzontale, principali modelli di supply chain. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2020supplychainaspettipraticipayaro-200630185011-thumbnail.jpg?width=120&height=120&fit=bounds" /> Esempi di integrazione verticale e orizzontale, principali modelli di supply chain.

2020 supply chain aspetti pratici payaro from Andrea Payaro

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0 Payaro supply chain ddmrp neoma jun 2020 /slideshow/payaro-supply-chain-ddmrp-neoma-jun-2020/235969552 payarosupplychainddmrpneomajun2020-200620162550
DDMRP a practical, proven, and emerging method for supply chain planning and execution that effectively brings MRP into the modern era.]]>
DDMRP a practical, proven, and emerging method for supply chain planning and execution that effectively brings MRP into the modern era.]]> Sat, 20 Jun 2020 16:25:50 GMT /slideshow/payaro-supply-chain-ddmrp-neoma-jun-2020/235969552 andreapayaro@slideshare.net(andreapayaro) Payaro supply chain ddmrp neoma jun 2020 andreapayaro DDMRP a practical, proven, and emerging method for supply chain planning and execution that effectively brings MRP into the modern era. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/payarosupplychainddmrpneomajun2020-200620162550-thumbnail.jpg?width=120&height=120&fit=bounds" /> DDMRP a practical, proven, and emerging method for supply chain planning and execution that effectively brings MRP into the modern era.

Payaro supply chain ddmrp neoma jun 2020 from Andrea Payaro

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0 I n-s-i-e-m-e to start again the new 7-steps model to design company organization after lockdown or crises payaro 2020 /slideshow/i-nsieme-to-start-again-the-new-7steps-model-to-design-company-organization-after-lockdown-or-crises-payaro-2020/234339154 i-n-s-i-e-m-etostartagainthenew7-stepsmodeltodesigncompanyorganizationafterlockdownorcrisespayaro202-200520100827
INSIEME is an Italian word that means TOGETHER. Together is the spirit of the network, it represents the back bone of supply chain. Together is the main solution of bullwhip effect moreover TOGETHER means integration: communication among partner, coordination and collaboration. Restarting TOGETHER (INSIEME) could be the slogan after the period of downtime needed to stop the pandemic COVID 19. But I-N-S-I-E-M-E (TOGETHER) is an acronym that defines 7 steps to start or re-start the business. The goal is to define a new organization with new supply chain collaborations ready for next months ]]>
INSIEME is an Italian word that means TOGETHER. Together is the spirit of the network, it represents the back bone of supply chain. Together is the main solution of bullwhip effect moreover TOGETHER means integration: communication among partner, coordination and collaboration. Restarting TOGETHER (INSIEME) could be the slogan after the period of downtime needed to stop the pandemic COVID 19. But I-N-S-I-E-M-E (TOGETHER) is an acronym that defines 7 steps to start or re-start the business. The goal is to define a new organization with new supply chain collaborations ready for next months ]]> Wed, 20 May 2020 10:08:27 GMT /slideshow/i-nsieme-to-start-again-the-new-7steps-model-to-design-company-organization-after-lockdown-or-crises-payaro-2020/234339154 andreapayaro@slideshare.net(andreapayaro) I n-s-i-e-m-e to start again the new 7-steps model to design company organization after lockdown or crises payaro 2020 andreapayaro INSIEME is an Italian word that means TOGETHER. Together is the spirit of the network, it represents the back bone of supply chain. Together is the main solution of bullwhip effect moreover TOGETHER means integration: communication among partner, coordination and collaboration. Restarting TOGETHER (INSIEME) could be the slogan after the period of downtime needed to stop the pandemic COVID 19. But I-N-S-I-E-M-E (TOGETHER) is an acronym that defines 7 steps to start or re-start the business. The goal is to define a new organization with new supply chain collaborations ready for next months <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/i-n-s-i-e-m-etostartagainthenew7-stepsmodeltodesigncompanyorganizationafterlockdownorcrisespayaro202-200520100827-thumbnail.jpg?width=120&height=120&fit=bounds" /> INSIEME is an Italian word that means TOGETHER. Together is the spirit of the network, it represents the back bone of supply chain. Together is the main solution of bullwhip effect moreover TOGETHER means integration: communication among partner, coordination and collaboration. Restarting TOGETHER (INSIEME) could be the slogan after the period of downtime needed to stop the pandemic COVID 19. But I-N-S-I-E-M-E (TOGETHER) is an acronym that defines 7 steps to start or re-start the business. The goal is to define a new organization with new supply chain collaborations ready for next months

I n-s-i-e-m-e to start again the new 7-steps model to design company organization after lockdown or crises payaro 2020 from Andrea Payaro

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0 Supply Chain Management implementations in Italian SMEs. �A proposed taxonomy /slideshow/supply-chain-management-implementations-in-italian-smes-a-proposed-taxonomy/184093736 icbmemsupplychainconferencenorway2019-191019153147
Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market. The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size. The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes: 1) Drivers to SC integration; 2) Perceived switching costs. This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies. ]]>
Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market. The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size. The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes: 1) Drivers to SC integration; 2) Perceived switching costs. This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies. ]]> Sat, 19 Oct 2019 15:31:47 GMT /slideshow/supply-chain-management-implementations-in-italian-smes-a-proposed-taxonomy/184093736 andreapayaro@slideshare.net(andreapayaro) Supply Chain Management implementations in Italian SMEs. �A proposed taxonomy andreapayaro Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market. The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size. The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes: 1) Drivers to SC integration; 2) Perceived switching costs. This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/icbmemsupplychainconferencenorway2019-191019153147-thumbnail.jpg?width=120&height=120&fit=bounds" /> Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market. The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size. The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes: 1) Drivers to SC integration; 2) Perceived switching costs. This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies.

Supply Chain Management implementations in Italian SMEs. A proposed taxonomy from Andrea Payaro

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0 Online grocery brick and mortar retailers. State of the art in Italy, but is it a profitable strategy? /slideshow/online-grocery-brick-and-mortar-retailers-state-of-the-art-in-italy-but-is-it-a-profitable-strategy/154916220 onlinegrocerybrickandmortarretailers2019-190711124839
In contemporary entrepreneurial environment based on customer retention, the growth of the internet has pushed the most dynamic businesses to compete in the electronic market. The recent evolvement of the Internet as a new major distribution channel has obtained much attention, as the online channel calls the viability of traditional stationary retailing into question. Today, since innovation is a key factor in the Digital Age, the presence in the digital marketplace is essential for retailers, also in the food retailing. The paper aims to analyze the online commerce for food groceries and compare the evolution from 2017 to 2019. The sample represents the 99% of Italian brands of brick and mortar supermarkets and hypermarket. The first study was conducted in 2017, after two years the paper has analyzed the same sample and reported how many groceries retailers have adopted the online selling. Through the visit of every Internet site and some interviews to managers, this paper proposes the reasons why only a limited number of grocery brands sell food over Internet. Moreover this paper calculates the cost (in Italy) to prepare the expense and satisfy the order of a customer. Characteristics of goods (freshness, perishability, cold chain warranty, etc.), expensive operations needed to prepare the delivery, the cost of delivery, and difficult reverse logistics are the main causes of low adoption of e-commerce. Online groceries retailers are concentrated around big cities in particular in the north Italy (Milan, Turin, Genoa, etc.). Expense is prepared inside the retail by the employees. Some shops use the drive-in model and only a limited number of cases deliver to home. The few cases of food e-commerce offer the delivery only in a limited area of big cities. At the end, this paper demonstrates the logistics cost (picking, packing and transport) in Italy is higher than the price of the service and this strategy isn't profitable for companies.]]>
In contemporary entrepreneurial environment based on customer retention, the growth of the internet has pushed the most dynamic businesses to compete in the electronic market. The recent evolvement of the Internet as a new major distribution channel has obtained much attention, as the online channel calls the viability of traditional stationary retailing into question. Today, since innovation is a key factor in the Digital Age, the presence in the digital marketplace is essential for retailers, also in the food retailing. The paper aims to analyze the online commerce for food groceries and compare the evolution from 2017 to 2019. The sample represents the 99% of Italian brands of brick and mortar supermarkets and hypermarket. The first study was conducted in 2017, after two years the paper has analyzed the same sample and reported how many groceries retailers have adopted the online selling. Through the visit of every Internet site and some interviews to managers, this paper proposes the reasons why only a limited number of grocery brands sell food over Internet. Moreover this paper calculates the cost (in Italy) to prepare the expense and satisfy the order of a customer. Characteristics of goods (freshness, perishability, cold chain warranty, etc.), expensive operations needed to prepare the delivery, the cost of delivery, and difficult reverse logistics are the main causes of low adoption of e-commerce. Online groceries retailers are concentrated around big cities in particular in the north Italy (Milan, Turin, Genoa, etc.). Expense is prepared inside the retail by the employees. Some shops use the drive-in model and only a limited number of cases deliver to home. The few cases of food e-commerce offer the delivery only in a limited area of big cities. At the end, this paper demonstrates the logistics cost (picking, packing and transport) in Italy is higher than the price of the service and this strategy isn't profitable for companies.]]> Thu, 11 Jul 2019 12:48:39 GMT /slideshow/online-grocery-brick-and-mortar-retailers-state-of-the-art-in-italy-but-is-it-a-profitable-strategy/154916220 andreapayaro@slideshare.net(andreapayaro) Online grocery brick and mortar retailers. State of the art in Italy, but is it a profitable strategy? andreapayaro In contemporary entrepreneurial environment based on customer retention, the growth of the internet has pushed the most dynamic businesses to compete in the electronic market. The recent evolvement of the Internet as a new major distribution channel has obtained much attention, as the online channel calls the viability of traditional stationary retailing into question. Today, since innovation is a key factor in the Digital Age, the presence in the digital marketplace is essential for retailers, also in the food retailing. The paper aims to analyze the online commerce for food groceries and compare the evolution from 2017 to 2019. The sample represents the 99% of Italian brands of brick and mortar supermarkets and hypermarket. The first study was conducted in 2017, after two years the paper has analyzed the same sample and reported how many groceries retailers have adopted the online selling. Through the visit of every Internet site and some interviews to managers, this paper proposes the reasons why only a limited number of grocery brands sell food over Internet. Moreover this paper calculates the cost (in Italy) to prepare the expense and satisfy the order of a customer. Characteristics of goods (freshness, perishability, cold chain warranty, etc.), expensive operations needed to prepare the delivery, the cost of delivery, and difficult reverse logistics are the main causes of low adoption of e-commerce. Online groceries retailers are concentrated around big cities in particular in the north Italy (Milan, Turin, Genoa, etc.). Expense is prepared inside the retail by the employees. Some shops use the drive-in model and only a limited number of cases deliver to home. The few cases of food e-commerce offer the delivery only in a limited area of big cities. At the end, this paper demonstrates the logistics cost (picking, packing and transport) in Italy is higher than the price of the service and this strategy isn't profitable for companies. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/onlinegrocerybrickandmortarretailers2019-190711124839-thumbnail.jpg?width=120&height=120&fit=bounds" /> In contemporary entrepreneurial environment based on customer retention, the growth of the internet has pushed the most dynamic businesses to compete in the electronic market. The recent evolvement of the Internet as a new major distribution channel has obtained much attention, as the online channel calls the viability of traditional stationary retailing into question. Today, since innovation is a key factor in the Digital Age, the presence in the digital marketplace is essential for retailers, also in the food retailing. The paper aims to analyze the online commerce for food groceries and compare the evolution from 2017 to 2019. The sample represents the 99% of Italian brands of brick and mortar supermarkets and hypermarket. The first study was conducted in 2017, after two years the paper has analyzed the same sample and reported how many groceries retailers have adopted the online selling. Through the visit of every Internet site and some interviews to managers, this paper proposes the reasons why only a limited number of grocery brands sell food over Internet. Moreover this paper calculates the cost (in Italy) to prepare the expense and satisfy the order of a customer. Characteristics of goods (freshness, perishability, cold chain warranty, etc.), expensive operations needed to prepare the delivery, the cost of delivery, and difficult reverse logistics are the main causes of low adoption of e-commerce. Online groceries retailers are concentrated around big cities in particular in the north Italy (Milan, Turin, Genoa, etc.). Expense is prepared inside the retail by the employees. Some shops use the drive-in model and only a limited number of cases deliver to home. The few cases of food e-commerce offer the delivery only in a limited area of big cities. At the end, this paper demonstrates the logistics cost (picking, packing and transport) in Italy is higher than the price of the service and this strategy isn't profitable for companies.

Online grocery brick and mortar retailers. State of the art in Italy, but is it a profitable strategy? from Andrea Payaro

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0 Logistica che guarda avanti 2019 payaro /slideshow/logistica-che-guarda-avanti-2019-payaro/146897810 logisticacheguardaavanti2019payaro-190521113741
ELEMENTI CHIAVE DA VALUTARE NELLA LOGISTICA PER L'AZIENDA]]>
ELEMENTI CHIAVE DA VALUTARE NELLA LOGISTICA PER L'AZIENDA]]> Tue, 21 May 2019 11:37:41 GMT /slideshow/logistica-che-guarda-avanti-2019-payaro/146897810 andreapayaro@slideshare.net(andreapayaro) Logistica che guarda avanti 2019 payaro andreapayaro ELEMENTI CHIAVE DA VALUTARE NELLA LOGISTICA PER L'AZIENDA <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/logisticacheguardaavanti2019payaro-190521113741-thumbnail.jpg?width=120&height=120&fit=bounds" /> ELEMENTI CHIAVE DA VALUTARE NELLA LOGISTICA PER L'AZIENDA

Logistica che guarda avanti 2019 payaro from Andrea Payaro

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0 2019 01 opportunita e vincoli della logistica per le pmi payaro /slideshow/2019-01-opportunita-e-vincoli-della-logistica-per-le-pmi-payaro/130113541 201901opportunitaevincolidellalogisticaperlepmipayaro-190201083042
Quali rischi corrono le PMI che non considerano la logistica una funzione strategica e quali sono, invece, le opportunità offerte da una gestione dei processi efficace ed efficiente. Miglioramento continuo, benchmark e formazione sono le leve per far rimanere le PMI competitive.]]>
Quali rischi corrono le PMI che non considerano la logistica una funzione strategica e quali sono, invece, le opportunità offerte da una gestione dei processi efficace ed efficiente. Miglioramento continuo, benchmark e formazione sono le leve per far rimanere le PMI competitive.]]> Fri, 01 Feb 2019 08:30:42 GMT /slideshow/2019-01-opportunita-e-vincoli-della-logistica-per-le-pmi-payaro/130113541 andreapayaro@slideshare.net(andreapayaro) 2019 01 opportunita e vincoli della logistica per le pmi payaro andreapayaro Quali rischi corrono le PMI che non considerano la logistica una funzione strategica e quali sono, invece, le opportunità offerte da una gestione dei processi efficace ed efficiente. Miglioramento continuo, benchmark e formazione sono le leve per far rimanere le PMI competitive. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/201901opportunitaevincolidellalogisticaperlepmipayaro-190201083042-thumbnail.jpg?width=120&height=120&fit=bounds" /> Quali rischi corrono le PMI che non considerano la logistica una funzione strategica e quali sono, invece, le opportunità offerte da una gestione dei processi efficace ed efficiente. Miglioramento continuo, benchmark e formazione sono le leve per far rimanere le PMI competitive.

2019 01 opportunita e vincoli della logistica per le pmi payaro from Andrea Payaro

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0 Trends in logistics warehouse management payaro /slideshow/trends-in-logistics-warehouse-management-payaro/117563741 trendsinlogisticswarehousemanagementpayaro-181001102359
Some models proposed to forecast warehouse management]]>
Some models proposed to forecast warehouse management]]> Mon, 01 Oct 2018 10:23:58 GMT /slideshow/trends-in-logistics-warehouse-management-payaro/117563741 andreapayaro@slideshare.net(andreapayaro) Trends in logistics warehouse management payaro andreapayaro Some models proposed to forecast warehouse management <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/trendsinlogisticswarehousemanagementpayaro-181001102359-thumbnail.jpg?width=120&height=120&fit=bounds" /> Some models proposed to forecast warehouse management

Trends in logistics warehouse management payaro from Andrea Payaro

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0 LARGO CONSUMO LOGISTICA SOSTENIBILE ESEMPI FEB 2016 /slideshow/largo-consumo-logistica-sostenibile-esempi-feb-2016-67912628/67912628 2016largoconsumologisticasostenibileesempifeb2016-161031090631
Alcuni esempi di distribuzione urbana delle merci]]>
Alcuni esempi di distribuzione urbana delle merci]]> Mon, 31 Oct 2016 09:06:31 GMT /slideshow/largo-consumo-logistica-sostenibile-esempi-feb-2016-67912628/67912628 andreapayaro@slideshare.net(andreapayaro) LARGO CONSUMO LOGISTICA SOSTENIBILE ESEMPI FEB 2016 andreapayaro Alcuni esempi di distribuzione urbana delle merci <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2016largoconsumologisticasostenibileesempifeb2016-161031090631-thumbnail.jpg?width=120&height=120&fit=bounds" /> Alcuni esempi di distribuzione urbana delle merci

LARGO CONSUMO LOGISTICA SOSTENIBILE ESEMPI FEB 2016 from Andrea Payaro

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0 LA BASE LOGISTICA ONU DI BRINDISI /slideshow/la-base-logistica-onu-di-brindisi/67911908 2016giornalelogisticabaseonubrindisimag-161031084154
Le principali caratteristiche della base logistica ONU di Brindisi e l'organizzazione del suo magazzino]]>
Le principali caratteristiche della base logistica ONU di Brindisi e l'organizzazione del suo magazzino]]> Mon, 31 Oct 2016 08:41:53 GMT /slideshow/la-base-logistica-onu-di-brindisi/67911908 andreapayaro@slideshare.net(andreapayaro) LA BASE LOGISTICA ONU DI BRINDISI andreapayaro Le principali caratteristiche della base logistica ONU di Brindisi e l'organizzazione del suo magazzino <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2016giornalelogisticabaseonubrindisimag-161031084154-thumbnail.jpg?width=120&height=120&fit=bounds" /> Le principali caratteristiche della base logistica ONU di Brindisi e l'organizzazione del suo magazzino

LA BASE LOGISTICA ONU DI BRINDISI from Andrea Payaro

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0 I COSTI OCCULTI NEI PUNTI DI VENDITA /slideshow/i-costi-occulti-nei-punti-di-vendita/67911767 2016giornalelogisticacostipuntivenditaset2016-161031083730
L'articolo descrive i più comuni costi occulti di tipo logistico che sono presenti nei punti di vendita, in particolare della grande distribuzione]]>
L'articolo descrive i più comuni costi occulti di tipo logistico che sono presenti nei punti di vendita, in particolare della grande distribuzione]]> Mon, 31 Oct 2016 08:37:29 GMT /slideshow/i-costi-occulti-nei-punti-di-vendita/67911767 andreapayaro@slideshare.net(andreapayaro) I COSTI OCCULTI NEI PUNTI DI VENDITA andreapayaro L'articolo descrive i più comuni costi occulti di tipo logistico che sono presenti nei punti di vendita, in particolare della grande distribuzione <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2016giornalelogisticacostipuntivenditaset2016-161031083730-thumbnail.jpg?width=120&height=120&fit=bounds" /> L'articolo descrive i più comuni costi occulti di tipo logistico che sono presenti nei punti di vendita, in particolare della grande distribuzione

I COSTI OCCULTI NEI PUNTI DI VENDITA from Andrea Payaro

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0 Logistics Outsourcing. Why do not any Italian SMEs adopt the externalization? /slideshow/logistics-outsourcing-why-do-not-any-italian-smes-adopt-the-externalization/66750752 logisticsoutsourcingandsmespayaropapaver2-161005062927
Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy. This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 30 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs. ]]>
Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy. This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 30 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs. ]]> Wed, 05 Oct 2016 06:29:27 GMT /slideshow/logistics-outsourcing-why-do-not-any-italian-smes-adopt-the-externalization/66750752 andreapayaro@slideshare.net(andreapayaro) Logistics Outsourcing. Why do not any Italian SMEs adopt the externalization? andreapayaro Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy. This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 30 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/logisticsoutsourcingandsmespayaropapaver2-161005062927-thumbnail.jpg?width=120&height=120&fit=bounds" /> Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy. This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 30 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs.

Logistics Outsourcing. Why do not any Italian SMEs adopt the externalization? from Andrea Payaro

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0 Clienti on line. Solo il 2% delle aziende sorprendono il cliente /slideshow/clienti-on-line-solo-il-2-delle-aziende-sorprendono-il-cliente/56623216 2015leadershipmanagementclientionlinered-160103144435
Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente.]]>
Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente.]]> Sun, 03 Jan 2016 14:44:34 GMT /slideshow/clienti-on-line-solo-il-2-delle-aziende-sorprendono-il-cliente/56623216 andreapayaro@slideshare.net(andreapayaro) Clienti on line. Solo il 2% delle aziende sorprendono il cliente andreapayaro Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2015leadershipmanagementclientionlinered-160103144435-thumbnail.jpg?width=120&height=120&fit=bounds" /> Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente.

Clienti on line. Solo il 2% delle aziende sorprendono il cliente from Andrea Payaro

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0 INTRALOGISTICA ITALIA MAGAZZINO CENTRO SUPPLY CHAIN https://es.slideshare.net/slideshow/intralogistica-italia-magazzino-centro-supply-chain/52451855 0bb4ed70-f4e6-4d13-9626-79e0965d0171-150905144714-lva1-app6892
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]]> Sat, 05 Sep 2015 14:47:14 GMT https://es.slideshare.net/slideshow/intralogistica-italia-magazzino-centro-supply-chain/52451855 andreapayaro@slideshare.net(andreapayaro) INTRALOGISTICA ITALIA MAGAZZINO CENTRO SUPPLY CHAIN andreapayaro <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/0bb4ed70-f4e6-4d13-9626-79e0965d0171-150905144714-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" />

from Andrea Payaro

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0 2015_OUTSOURCING PER PMI GIORNALE DELLA LOGISTICA APR /slideshow/2015outsourcing-per-pmi-giornale-della-logistica-apr/49948590 f0415145-8844-45ae-a266-249fc63f689e-150629085056-lva1-app6891
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]]> Mon, 29 Jun 2015 08:50:56 GMT /slideshow/2015outsourcing-per-pmi-giornale-della-logistica-apr/49948590 andreapayaro@slideshare.net(andreapayaro) 2015_OUTSOURCING PER PMI GIORNALE DELLA LOGISTICA APR andreapayaro <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/f0415145-8844-45ae-a266-249fc63f689e-150629085056-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" />

2015_OUTSOURCING PER PMI GIORNALE DELLA LOGISTICA APR from Andrea Payaro

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0 2015_ECOMMERCE LOGISTICS RUSSIAN /slideshow/2015ecommerce-logistics-russian-49947486/49947486 8b662349-d305-4121-991b-4aaa7cb231ec-150629081513-lva1-app6891
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]]> Mon, 29 Jun 2015 08:15:13 GMT /slideshow/2015ecommerce-logistics-russian-49947486/49947486 andreapayaro@slideshare.net(andreapayaro) 2015_ECOMMERCE LOGISTICS RUSSIAN andreapayaro <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/8b662349-d305-4121-991b-4aaa7cb231ec-150629081513-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" />

2015_ECOMMERCE LOGISTICS RUSSIAN from Andrea Payaro

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0 LEAN MARKETING: GLI SPRECHI NELLE STRATEGIE DI MARKETING /slideshow/2015-mtl-lean-marketing/45789884 2015mtlleanmarketing-150313042121-conversion-gate01
La letteratura è ricca di casi e di testi sulla filosofia lean (manufacturin, office, design accounting, etc), ma ancora poco è stato scritto sull'applicabilità della stessa al marketing. In questo articolo si vedono gli sprechi riconosciuti da Ohno in chiave di marketing.]]>
La letteratura è ricca di casi e di testi sulla filosofia lean (manufacturin, office, design accounting, etc), ma ancora poco è stato scritto sull'applicabilità della stessa al marketing. In questo articolo si vedono gli sprechi riconosciuti da Ohno in chiave di marketing.]]> Fri, 13 Mar 2015 04:21:21 GMT /slideshow/2015-mtl-lean-marketing/45789884 andreapayaro@slideshare.net(andreapayaro) LEAN MARKETING: GLI SPRECHI NELLE STRATEGIE DI MARKETING andreapayaro La letteratura è ricca di casi e di testi sulla filosofia lean (manufacturin, office, design accounting, etc), ma ancora poco è stato scritto sull'applicabilità della stessa al marketing. In questo articolo si vedono gli sprechi riconosciuti da Ohno in chiave di marketing. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2015mtlleanmarketing-150313042121-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> La letteratura è ricca di casi e di testi sulla filosofia lean (manufacturin, office, design accounting, etc), ma ancora poco è stato scritto sull'applicabilità della stessa al marketing. In questo articolo si vedono gli sprechi riconosciuti da Ohno in chiave di marketing.

LEAN MARKETING: GLI SPRECHI NELLE STRATEGIE DI MARKETING from Andrea Payaro

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0 https://cdn.slidesharecdn.com/profile-photo-andreapayaro-48x48.jpg?cb=1712941045 Logistics and supply chain management Consultant. Certified by European Logistics Association (ELA). He designs and improves the efficiency and the effectiveness of operations in large enterprises. www.payaro.it https://cdn.slidesharecdn.com/ss_thumbnails/marketingandlogisticsintegrationpayaro-220801065514-1bf33eab-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/marketing-and-logistics-integration-payaropdf/252384013 Marketing and logistic... https://cdn.slidesharecdn.com/ss_thumbnails/2021foodgroceryonlineeng-210701140422-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/logistics-for-food-grocery-ecommerce/249565368 Logistics for food & g... https://cdn.slidesharecdn.com/ss_thumbnails/2020webinare-supplychainengver-200722073149-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2020-webinar-e-supply-chain-eng-ver/237136796 2020 webinar e supply ...