Dells Supply Chain Management Essay Example for Free

dells Supply Chain Management EssayThe term supplement reach attention (SCM) was initially utilize in wholesaling and retailing to de none the integration of logistics and physical distribution functions with the goal of reducing gross sales talk lead times. Manufacturers and service providers have utilise the same term to describe integration and donationnership efforts with first- and second- tier suppliers to reduce cost and improve quality and delivery timing. Terms such as integrated purchasing strategy, integrated logistics, supplier integration, value chain counseling, supply base management, strategical supplier alliances, lean production, Just-In-Time (JIT) logistics, and supply chain synchronization have been used in the literature to address certain elements or stages of this bare-ass management philosophy (1998 1994). Conceptually, SCM includes all value-adding activities from the extraction of raw materials through the transformation processes and through delivery to the end user. SCM spans organizational boundaries and treats the organizations within the value chain as a unified virtual business entity (1991 1995). (1995) further expanded SCM to include recycling or reuse activities. In general, SCM seeks improved performance through elimination of waste and go use of internal and external supplier capabilities and technologies (1996).The retailing industry has think on different aspects of SCM, namely, location, transportation, and logistics issues. Indeed, the origin of supply chain management screwing be traced back to efforts to better manage the transportation and logistics functions (1997 1995 1994 1993 1991 1987). The wholesaling and retailing industries incorporate a logistics focus within their strategic decisions. In this respect, SCM is synonymous with integrated logistics systems that control the movement of goods from the suppliers to end customers with out waste (1991).Moreover, integrated logistics systems seek to manage inventories through cobblers last relationships with suppliers and transportation, distribution, and delivery services. A goal is to replace stock-take with frequent communication and sophisticated information systems to provide visibility and coordination. In this way, merchandise stern be replenished quickly in small lot size and arrive where and when it is needed (1994 1993). Firms that use advanced process technology to increase flexibility and involve manufacturing managers in strategic decision making alter the role of logistics in firm success (1998). A supply chain can reduce overall inventory while maximizing customer service by efficiently redistributing stock within the supply chain using effective postponement and speculation strategies (1998 1993 1991). cutting logistics technology gives businesses a complex way to make things easier for their customers and suppliers. Within logistics industry, dells system is recognized as one that takes advantage of technol ogy to accrue storage and increase efficiency. The computer telephoners supply and shipping networks exemplify the latest trend in logistics, that is, visibility. Companies with the money and foresight are making sure their inventories can be traced and tracked throughout their entire logistical operations, even if their systems are entirely outsourced. Executing a supply chain with full visibility gives companies better information to work with and a more agile system.Dell has a better control of their operation which has reduced safety stocks and has operate faster to approach cash-to-cash conversion cycles. By producing custom products at a rapid pace, the computer manufacturer receives payments from customer before it pays suppliers. Companies can do this only if theres a short window between receiving an fellowship and shipping it.In addition, Dells customers can also keep track of their order status. They can trace their computer as is moves through assembly and testing, and can track its shipment due to the technology of major shipping companies.The pulse of Dells execution effort centers on change magnitude business velocity and eliminating waste. Dell employees are constantly focused on driving down backlogs, promoting best practices, and creating synergies among adjacent processes as seen in cross-functional initiatives such as the design-for-manufacturability effort between manufacturing and RD. This initiative successfully promoted product designs that are easier to assemble.In 1994, Dell was a struggling second-tier PC maker. Like many others, the order enjoin its components in advance and manufactured to inventory. Then Dell began to implement a new business model. It converted its operations to a mannikin-to-order process, eliminated its inventories through a just-in-time system, and exchange its products nowadays to consumers.Dell carefully targeted corporate relationship customers that had predictable, budgeted needs and that wanted a pre-determined set of product models. The company also selected individual customers who were high-end, repeat purchasers with a preference for early technology adoption. Both account segments had the stable, predictable purchase patterns that Dell needed to make its joint build-product-to-order/buy-component-to-plan system work.In connection with this, Dell bring oned a set of new operations capabilities in five crucial areas (2005). First, it created the flawless make-to-order system that has been widely noted. Secondly, Dell worked at length to build an effective supplier management function in order to shorten component lead times and maintain the absolute quality standards required by the just-in-time operation. Third, Dell developed the sell what you have system that was essential to matching supply and demand. Fourth, it instituted an extraordinarily crisp set of product life cycle management capabilities that yielded great cost reductions and strategic advantage. Fifth, the company worked with its suppliers to shorten their product life cycles, extending the Dell business model to the whole channelise. Together these operating capabilities formed a cornerstone for Dells business model.Moreover, to maintain its rapid growth, Dell needs to hone its just-in-time process. Dell believes that the key to JIT is integrating with the suppliers into its operation. It is important for the company to work with the suppliers to figure out how to minimize the supply chain and hold the least amount of inventory in it. Inventory can add costs, damage quality, slow production, and wreak mayhem with Dells rapid response reputation. To guard against this, Dell has optimized its supply base and developed a tightly run system in which it pulls part from suppliers just as they are needed for production.Dell has manufacturing facilities in Austin Limerick, Ireland and Penang, Malaysia, each of which produces PCs on a JIT basis. In order to ensure the smooth flow of pro duction supplies into these plants, Dell has developed a two-tiered strategy that employs different sourcing arrangements and delivery schedules for custom and commodity parts.When Dell receives an order for a PC, it faxes or phones its requirements to suppliers who pick the proper parts and select them in reusable bins with kanban cards attached. Trucks on a continuous loop between suppliers and Dell, known as a milk run, deliver the sorted parts to the computer makers plant for final assembly. This process frees Dell from having to manage inventories and the costs associated with them. However, Dell has made efforts to ensure that suppliers dont get stuck with much inventory. The computer maker allows suppliers to go into in a revolver program, where they can sell parts stored at the warehouse to other customers.In comparison with Dells supply chain management, Baxter, a hospital supply company, developed a powerful new type of partnership with its hospital customers. Baxter dev elops a strategy which is the vendor-managed inventory system, then called the Stockless placement in managing its customers inventories within their hospital facilities (2001). The hospital specifies its stock requirements for each ward an on-site Baxter employee counts the stock in each ward each day or every few days the employee enters this information into a hand-held device and transmits it to Baxters warehouse, where a replenishment order is derived at the warehouse, the order is picked into ward-specific containers that order is delivered the next day or in a few days directly to the ward, and the Baxter employee puts the stock away finally, Baxter invoices the hospital. Baxters Stockless System created a powerful new channel that changed the ground rules for all other hospital supply companies. However, in the long run, the shift to service competition led to significant sales increases as conversions to Baxter products course occurred. The company also gained significant first-mover advantage as it tied up key accounts with this new channel.In the case of Procter and Gamble (PG), the company first partnered with Wal-Mart to develop a pioneering continuous replenishment system. Through this system, PG replenishes Wal-Marts facilities without purchase orders based on the retailers product movement data. Based on this experience, PG systematically shifted its strategic focus toward supply chain-based service innovationand in the process transformed both the consumer products and retail industries. PG also developed a careful account selection plan as part of an innovative product supply model. The company developed operating partnerships with major customers capable of linking electronically, taking full-truckload deliveries, and engaging in joint business process reorganization programs. Smaller accounts were shifted to master distributors, which in turn were selected for their ability to partner effectively with PG.PG, for its part, developed operat ions capabilities in two key areas ( 2001). First, it created a sweeping new set of industry-change programs such as ECR (efficient consumer response), CRP (customer requirements planning), and streamlined logistics. These programs required a solid new understanding of channel economics and the impact of supply chain innovation. Second, the company developed sophisticated IT ties to coordinate its product flow, enabling it to raise service levels to meet the needs of the new system.With regards with Dells, supply chain competency of the company comprises of four qualities which includes demand management, internal collaboration, leveraging partners, and financial fundamentals (2004).Dells direct model enables the company to excel at demand management. The process of selling directly to customers and building product to order creates opportunities for true real-time collaboration and synchronization between manufacturing and sales. By being in direct contact with the market, Dell can quickly see changes in customer demand. Synchronization allows Dell to respond more quickly to customer demand than its competitors can. Additionally, this true internal collaboration allows for highly accurate forecasts.Another key aspect of Dells success is its ability to collaborate internally. This competency is driven by a culture that values information sharing and empowers all employees. At Dell, direct refers not only to how the company sells but also to how team members communicate and attack issues (2004).Moreover, Dells culture and processes not only alleviate the company collaborate internally but also help it leverage its business partners. Dell leverages its partners by linking suppliers planning and execution activities with Dells systems. The company uses information technology to gather and share a constant stream of data on supply and demand trends. On the supply side, Dell gathers real-time information just about the inventory levels of its suppliers at variou s positions in the supply chain.Finally, Dells entire supply chain is focused on fundamental business performance. Operating margin and not just profits or growth rate is the number that Dell cares about most to ensure long-term profitability.Dell Inc.s renowned direct sales model is regularly cited as the key reason for its overall competitive prowess. At Dell, supply chain management is truly viewed as a strategic capability it drives coordination with, and in many instances it includes, activities such as marketing, sales, finance, and information technology.