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[Reprint] Dell unveiled the secrets of the supply chain

上一篇 / 下一篇  2010-06-19 09:57:55 / 天气: 晴朗 / 心情: 高兴

Dell unveiled the secrets of the supply chain


depth analysis of Dell's customer response way, providers of the law, and supply chain improvement strategies.



; Richard Li


Jack? Welch said: "If you do not have the supply chain competitive advantage, will simply not competitive." British management scholar Christopher (Martin Christopher) further emphasized the importance of the supply chain, He said: "The market not only supply chain business, the 21st century, competition is not competition between enterprises and the enterprises, but between the supply chain and supply-chain competition."

"When we look across the enterprise, when the four walls," Li, general manager of Dell's customers in China are high center, raise their hands, as if standing on a higher point of view, "we see on downstream supply chain, to manage the chain,hermes bags on sale, is an important source of Dell's competitiveness. "

2005 年 11 end of authoritative market research company AMR announced the "Supply Chain Top 25\

first look at Dell's performance in the market right: In 1996, Dell's sales of only 25 billion U.S. dollars, by 2005, Dell's annual revenue reached 54.2 billion U.S. dollars, has for several years ranked in the global computer manufacturer first. In China, Dell has been successful: in August 1998 after entering China, Dell has maintained rapid growth in just seven years in the Chinese market share of nearly 10 percent, ranking third. Dell CEO Kevin? Rollins (Kevin Rollins) 2005 年 11 month in Beijing that "Dell's business development in China is very good\business in the forefront. Dell's profit margins in China is the biggest rival of 2 to 3 times.

or both competitors regard the success of Dell's own much of the blame for there is a cause for envy of the supply chain. Rollins said: "We have only four days of inventory cycles. The reality often is shorter than four days. Our factories are usually only four hours of inventory. On the other hand, our competitors will have a few weeks inventory cycle. and may also have a few weeks of distribution cycle. "This makes the Dell have the most sharp," Predator's blade. "

While many businesses and even competitors are learning Dell's supply chain, Dell,loewe bags online, who got the feeling nobody really seems to learn. Li are to have said: "In the direct-driven supply chain, Dell's advantage is almost immovable. But I doubt, in the end how many people really understand the subtleties." Wonders in the end Dell's supply chain in Where? It can be to other companies what inspired it? This is our in-depth study Dell mind doubts existed before.

virtual integration of the supply chain, "agile"

to understand Dell's supply chain, we must first understand the "virtual integration" thinking. Li did not mention were the first "direct model" the "soul of Dell," but that another important business ideas: to focus on what they do best in the field, the link is not good at doing the best to industry people do, and then purchase the most cost-effective products to buy back their own to do the final integration.

Li both said that Dell can do what a CPU workshops, engage in a board shop, engage in a software shop to Dell's strength today, can do it by yourself. But Dell's practices and that contrary to traditional thinking.

Li are the business card shows the Dell manufacturing base in Xiamen known as the "China Customer Center." Why not call the factory? Li both said that, because we are not the same as the factory's focus on the latter point of focus point in the process, while we focus on what kind of products customers need and how the products according to customer's needs together. If we can buy from the market, Dell has the best cost-effective thing to do is not their own, Dell only do not provide products market.

suppliers to provide parts from the point of view equivalent to a Dell plant, Li both said that suppliers of each part of the cost is competitive, the last Dell had assembled the product is competitiveness.

But to achieve that goal, Dell's implementation of the means of that? Dell's vision has crossed the four walls of enterprises to become suppliers to see their own workshop. But the plant's parts shop next door to the assembly plant, Dell's suppliers are located in the world, how to manage? Here, Dell's supply chain is another important concept came out of the "transaction engine."

Li both said that, assuming that Dell is just a factory - the factory will be the implementation of ERP system, which is already very common thing. Imagine a factory shop now gone, one by one supplier only, ERP system vendors to expand this across the entire four walls of the ERP system is Dell's "trading engine."

this is called "trading engine" of the information platform, Dell and supplier information can be both a great degree of sharing: Dell's customer-centric buyers can see from this platform. manufactured What is the situation, the other factory inventory what, how many suppliers are on their way to the Dell shipped goods, suppliers of Dell stock warehouse near transit is and so on, all the conditions are like a factory for a glance The workshop is the case.

now up to Dell's most unique about the "direct model" the Dell is completely order, customers calling to or from the online orders, the Dell was produced according to demand. This method allows the production and sale of the actual needs of Dell customers can change according to constantly adjust their material needs, and through information systems and suppliers to share this information. Li are that this is Dell's supply chain, the most exquisite places.

Dell Customer Centre data center server room where there are thousands of 24-hour operation, the customer either through the website, you can place orders by telephone 800, such information directly into the data center, data center every half hour to During this time the order statistics of a list, top, respectively, which configuration needed. This list will be transmitted directly to suppliers of storage - in China from Dell Customer Center 5 km away, a Dell supplier of public warehouses, Dell's global partners from the third party logistics management company Burlington. Suppliers have the goods sent me to put the warehouse, managed by a Burlington, Burlington came in accordance with the list of Dell also needs to Dell and a half hours each time goods delivery.

Note: Burlington is responsible for managing the inventory of goods in the warehouse out the door before, or suppliers. When the goods out of warehouse doors, the only equivalent to Dell to implement procurement actions, goods, property rights have is a Dell. Means that inventory costs incurred after by Dell to afford. Dell received a list of Burlington after an hour can quickly ship your order with a good, less than 20 minutes to reach the goods that is the benefits of setting up interim storage: Dell's suppliers can not have In Xiamen, only the establishment of the interim storage, to ensure that every half an hour to send a shipment.

customer orders prior to Dell customers in China is not under the center of the workshop in theory there is no quantity, and each part came in actually pull there is a buyer, once the whole machine assembled, we can immediately send cargo go, so Dell's products can keep zero inventory.

particular note are: Dell every half hour to send the list of interim storage, while the headquarters will be issued to suppliers, suppliers warehouse under the interim to determine the fluctuations in stock or not to ship over, and arrange production according to this information.

they are not Dell and suppliers share information in its entirety. Like other manufacturers, Dell's understanding of future market demand is forecast starting from the Li were said to be minimal given Dell's first production forecast for the coming year, such as how many million units will be sold and so, under which suppliers production forecast to do the preparation, then Dell will supply over the next three months rolling plan: to what goods,ysl shoes, how many, this information should be detailed to every week.

these seem nothing special, the key is Dell's production will be based on the actual adjustment. Li have said, no one is immortal, you can advance to know what the future is. Dell needs a total of 5,000 wide range of parts, every day tens of thousands of units of demand, the number of parts a day that hundreds of thousands, how can such a complex business forecasting very sure? However, Dell saw a gap between projected and actual circumstances, would immediately be adjusted.

Li are using mathematical language to explain Dell's philosophy: from the theory of calculus, if the forecast unlimited division, then adjust the frequency is increasing, then the prediction is infinitely closer to accurate. Dell's suppliers will receive updates every week for the next three months, production forecast, changes in demand for some of the larger parts and even updated every day for. This not only makes the Dell market conditions change greatly even in the case can be timely delivery and achieve a "quick\suppliers, if the supplier's overall loss of interest means that we will eventually be affected. "He again referred to the concept of the plant: the plant supplier, like as you can not shop your loss, you can also earn money.
Dell, according to market demand
adjust its production plan and makes suppliers continue to adjust production plans, making adjustments to keep production close to the market step by step process of the real needs, in the process of information sharing and supplier Dell level so high that they are as intimate as a whole to coordinate operations, which achieved near-perfect Dell "virtual integration" of management thinking.



virtuous circle, and supplier "win-win"


Dell through the "transaction engine" to connect themselves and their suppliers to achieve a quick end, but it is not, and all dealings with suppliers. In this "virtual enterprise\

addition to China Customer Center, Dell has another important deal with the supplier sector -2,004, Dell global procurement centers to China, but the outside world on the global procurement center has not quite understand how it works. We interviewed the general manager of Dell's Asia director for global procurement Zhongwei Si (Wes Jones), he shows us a Dell supplier "management philosophy."

While Dell global procurement team's work in Asia based in Shanghai and Shenzhen, but the task was to make Dell the world's plant purchase. Dell's global procurement departments total about 850 employees, of which about half are in work outside the U.S., in China there are 190 buyers, because Dell has a lot of suppliers in Asia, in line with them, Dell's global procurement center China has set up this team.

Dell's global procurement resources are divided into two categories: one is the means of production,chanel handbags for sale, procurement, procurement to the information directly used for the production; another group called the universal purchasing, procurement to the information is not directly used in the production, which includes daily operations need to consume items such as paper, stationery, etc., but also some services such as election Which ticketing company provides air tickets. Dell, a total of 500 in the global production of information about suppliers and 20 000 general-purpose procurement suppliers, Dell global procurement center in fiscal 2005 (February 2004-January 2005) purchased a total of 44.2 billion U.S. dollars, Procurement in China in which 110 billion. Zhongwei Si is estimated that in fiscal year 2006, global sourcing will reach 50 billion U.S. dollars, of which China will reach 150 billion USD.

in the management of capital goods suppliers in the global procurement center has three strategic tasks. One is to ensure continuity of supply vendors. Dell is the time needed raw materials, suppliers, according to Dell's demand can be delivered in time. Second, ensure that suppliers in the production cost of a certain leading. Dell needs to continue to reduce the cost of raw materials in order to bring more value to customers. Third, to ensure supplier product quality.

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