Case Study : Supply Chain Case Study

Dell uses a just in time order fulfillment policy and accurate forecasting of sales to minimize inventories. This allowed Dell to hold inventory of finished products far below levels of their competitors (10-20% compared to 50-70% industry level) and furthermore allowed them to quickly implement changes to their product lines as new technologies became available. This quick inventory turnover also allowed Dell to retain more capital. Finally, this policy enabled Dell to respond immediately to technological progress in components and deliver state of the art new finished products (e.g. Pc’s holding the newest Pentium microprocessors) while competitors

In order for IKEA to achieve design and sustainability objectives, they follow and balance four dimensions of design. The four different dimensions followed are form, function, quality, sustainability, and low price (Rafiq Elmansy, 2014). IKEA has already made changes by using cotton and water from sources that can be renewed. IKEA did this while posting strong sales figures. In 2014, its sales increased 5.9 percent from 2013 to $32.1 billion (Pantsios, 2015).

Dell’s build-to-order manufacturing strategy is one of the main areas that differentiate it from its competitors in the IT industry. By introducing this strategy Dell were able to keep inventory to a minimum of six to seven days which enabled the company to operate as efficiently as possible and pass on the cost savings they made to the customer.

The Dell Computer Corporation was founded in 1984 by Michael Dell, who began the company by refurbishing IBM clones out of his dorm room for extra money. From the beginning and through the 1990’s, the company grew quickly and was very successful. Dell used a cost leadership strategy and focus on creating products that were already in the market place, but changed the timing of production and the method of distribution that was in place with the company’s competitors by assembling computers to order and selling directly to the customers. The company focused on creating value for customers and meeting their needs, but into the

Quality of product produced and shipped can become weaker when suppliers experience financial issues stemming from contractual performance. This happens primarily when flawed products are shipped to meet present currency requirements. Because of the fact that management is highly interested in cash flow, deliveries start to get behind schedule. Late deliveries or bad quality product is not acceptable so financial ratios must be monitored and acted upon professionally.

In 1988, Dell brought its technology to the public. After four years of business the company began introducing its products to the general public worldwide. By 1991, the company’s international sales had doubled for the third year in a row. Dell began tapping into other aspects of the computer market in 2003 with the introduction of Dell printers. Twenty-one years after being founded, in 2005, Dell tops Fortunes “America’s Most Admired Companies” list. (Company Heritage)

Tehindo consists of various key players in their supply chain configuration, which helps with the smooth and efficient flow of products and information throughout the company. Some of these key players in key positions include the various factories across Indonesia, the distribution facilities such as the wholesalers and retails and raw material suppliers of tea leaves in which are at 3 plantations across Indonesia.

The completely integrated model follows a unique procedure that optimizes the inventory distribution scheduling at both the crude oil and refined product distribution echelons, against the increased storage cost experience at the refinery. This approach reduces overall cost by 10.6% against the base case model.

Dell Inc. (Dell) is an American privately owned multinational computer technology company based in Round Rock, Texas, United States, that develops, sells, repairs, and supports computers and related products and services (Wikipedia, 2016). Dell founded in 1984 by Michael dell, is the world famous computer systems, computer products and service provider in the first place (Jones, 2013, P.388).

co-location, SC is dispersed | Orch delivers output at same time | Orch has 1 clear leader setting tempo

Dell started in the dorm room of Michael Dell with the name PC’s Limited in 1983. He then dropped out of the University of Texas to build computers from common stock computer components. Dell manufactures and designs their computer systems and services globally. Today, Dell employees more than 138,000 employees worldwide, with a third of these employees in the U.S. Dell’s revenues (as of February 3, 2017) are $74 Billion. Dell has a presence in over 180 countries, 1,800 service centers, and 25 manufacturing locations. One of Dell’s goals is its Well at Dell, this program provides on-site health clinic and Ergonomic programs, life coaching, and annual health risk assessments for all employees.

The Purpose of GSCMP requirements Management Plan is to establish how requirements will be identified, analyzed, documented and managed.

Dell was founded by Michael Dell in 1984, while schooling at the University of Texas in Austin. Direct sales model was first adopted: Computers were first sold over the phone and they were built according to the customer specifications (Kraemer K. L, 2000). From a student’s personal company selling no more than 100 computers in its first years of existence, it became a big company of more than 35.000 employees and over 25.000 million dollars sales in 2000 (Koehn, 2001), competing “giants” such as IBM and HP. In 2010, Dell ranks fifth in the computer industry (World's Most Admired Companies, 2010).

The company was based on a simple concept: that Dell could best understand consumer needs and efficiently provide the most effective computing solutions to meet those needs by selling computer systems directly to customers. This direct business model eliminated retailers, who added unnecessary time and cost, and also allowed the company to build every system to order, offering customers powerful, richly configured systems at competitive prices. Dell introduced the latest relevant technology much more quickly than companies with slow-moving, indirect distribution channels, turning over inventory an average of every four days. In less than two decades, Dell became the number-one retailer of personal computers, outselling IBM, Hewlett-Packard, and Compaq (2002).

Dell systems started off as a producer and seller of high performance personal computers. It was a direct seller who pioneered using a telephone hotline to sell products to its customers directly