美国留学生Business作业：Dell Supply Chain Management

美国留学生Business作业-戴尔供应链管理。本文是一篇留学美国的Business作业写作范文，主要内容是讲述近年来物流和供应链管理已成为组织最重要的问题。戴尔从一开始就意识到了这一点，因此，通过更加重视其物流、供应链管理和直销战略，它已成为世界上最成功的个人电脑公司之一。戴尔于1984年11月4日在得克萨斯州奥斯汀成立，创始人是迈克尔·戴尔先生，当时他还是得克萨斯大学奥斯汀分校的学生。一开始，只有戴尔采用了直销的关键供应链战略，最初他们根据客户的情况通过电话接受订单。后来，从1990年到1994年，他们确实尝试使用零售渠道，但在那之后，它又回到了直接模式，并迅速发展，1999年，它成为美国第一大个人电脑公司，在世界所有个人电脑公司中排名第二。迈克尔·戴尔这种独特的供应链战略及其成功的实践方式在戴尔的成功中发挥了重要作用。以下就是美国留学生Business作业的具体内容，供参考。

In recent times logistics and supply chain management have become the most vital issue for Organizations. Dell has realized this from initial and so by putting more emphasis on its logistics, supply chain management and direct sales strategies it has become one of the most successful PC companies in the world. Dell was founded on November 4, 1984 in Austin Texas, by Mr. Michael Dell when he was a student at university of Texas in Austin. In the beginning only Dell adopted its key supply chain strategy of direct sales, initially they use to take orders on phone according to customer s condition. Then later they do tried to use retail channel from 1990 to 1994,but after that it returned to its direct model and grew quickly and in 1999 it became the number one PC company in United States and two among all pc companies in the world. Michael Dell this unique supply chain strategies and his successful way of putting them in to practice played considerable role in Dell s success. 

Competing against giants like IBM, Hp and Apple, it has now 96000 employers working all over the world. Besides computers, company also sells HDTVs, Mp3, scanners, cameras, PDA S and other electronic equipments made by number of other manufactures. [Dell, (2010)] The company is very well known for its unique and innovative logistics and supply chain management. As Dell reaches world wide it relies on number of innovative personnel, suppliers that can supply or deliver the product with greatest value so that it can have a positive impact on customer relationships and which can help it to maximize its growth, innovation, customer satisfaction and at last profit .Some of the suppliers of Dell are Dataflow Peripherals Ltd Who supplies spare parts to Dell, Intel, Nanya technology corporation, parade, o2 micro, Sonix, Steel series etc. [Dell, (2010)]

与IBM、惠普和苹果等巨头竞争，该公司目前有96000名雇主在世界各地工作。除了电脑，该公司还销售高清电视，Mp3，扫描仪，相机，掌上电脑和其他一些制造商生产的电子设备。该公司以其独特和创新的物流和供应链管理而闻名。随着戴尔在全球范围内的扩张，它依赖于大量的创新人员，即能够提供或交付具有最大价值的产品的供应商，从而对客户关系产生积极影响，并帮助其最大限度地实现增长、创新、客户满意度和最终利润。戴尔的一些供应商是Dataflow Peripherals Ltd，该公司为戴尔、英特尔、南亚科技公司、派瑞、o2 micro、Sonix、Steel系列等提供备件。

Target Audience 目标受众

The target market of Dell is divided in to 4 segments, large organizations which include big companies and government organizations, small and medium businesses, and home users. Dell satisfies all its customer segments through direct sales models. 70 % of Dells sales correspond to their large organization customers. [Manataki, (pg 11, 2007)]

戴尔的目标市场分为4个细分市场：大型组织，包括大公司和政府组织、中小型企业和家庭用户。戴尔通过直销模式满足其所有客户群体的需求。戴尔70%的销售额与其大型组织客户相对应。

Performance Objectives and Market Position 业绩目标和市场地位

The performance objectives of Dell are higher Quality pc at lower Cost and fastest Speed as it gets major cost savings advantage than its competitors because it adopts Direct Sales Model it does not have to pay to retailers and by following Just in Time Inventory Method it does not hold inventory for longer period of time which helps the firm to reduce its cost resulting it to deliver PC at reasonable price, high quality and at the fastest speed than its competitors. In addition to these other performance objective of Dell is high Dependability, Customers can trust it as it gives core importance to its customers by allowing them to make their own pc, and selling them directly. While in case of current market position, Dell is known for its unique above mentioned performance objectives that is higher Quality of Pc and Laptops at lower prices and at a highest speed makes Dell distinctive in the Market. Other than these the efficient and unique supply chain and after sales service of Dell also helps it to get distinctive position in market. [Slack et. al., (2009)]

戴尔的性能目标是以更低的成本和最快的速度获得更高质量的电脑，因为它比竞争对手获得了主要的成本节约优势，因为它采用了直销模式，不必向零售商付款，并且通过遵循实时库存方法，它不会在更长的时间内持有库存，这有助于公司降低成本，从而以价格合理，质量上乘，速度最快。除了戴尔的其他性能目标是高可靠性外，客户还可以信任它，因为它允许客户自己制造电脑并直接销售，从而赋予客户核心重要性。就目前的市场地位而言，戴尔以其独特的上述性能目标而闻名，即以更低的价格和最高的速度提供更高的Pc和笔记本电脑质量，这使戴尔在市场上独树一帜。除此之外，戴尔高效而独特的供应链和售后服务也帮助其在市场上获得了独特的地位。

Performance Objectives model 业绩目标模型

1) Volume – The level of volume of Dell is high as it highly repeats the procedure of making computers on a daily basis and adopts specialization and systemization by adopting Direct sales model and Build-To-Order strategies. So this high level of volume helps the corporation to reduce the cost of units.

批量-戴尔的批量水平很高，因为它每天都高度重复制造电脑的过程，并通过采用直销模式和按订单构建策略来实现专业化和系统化。因此，这种高水平的产量有助于公司降低单位成本。

2) Variety – The level of variety of Dell is low because by and large it does not add more product varieties, as it invest less in R&D field. So usually it satisfies its customers with the current product lines, instead of introducing new varieties of product and increasing complexity to manage it.

品种——戴尔的品种水平较低，因为总的来说，它没有增加更多的产品品种，因为它在研发领域的投资较少。因此，它通常用现有的产品线来满足客户，而不是引入新的产品品种和增加管理的复杂性。

3) Variation – The level of variation in demand is low and stable, as the corporation follows Build to order strategy , it just makes the pc s according to demand ended by customers no lofty variation in demand can be seen.

变化——需求的变化水平是低而稳定的，因为公司遵循按订单构建的策略，它只是根据客户的需求制造pc，看不到需求的巨大变化。

4) Visibility – The level of visibility is low in Dell because it adopts standardization and centralization at each stage of its production and generally Dell does not expose the internal operations of computers to the customer who have ordered it, it just takes the order and gives an estimated delivery date.

可视性–戴尔的可视性水平很低，因为它在生产的每个阶段都采用了标准化和集中化，而且通常戴尔不会向订购计算机的客户透露计算机的内部操作，它只是接受订单并给出估计的交付日期。

Statement and Analysis of Issue 问题陈述与分析

Key Marketing Channels of Dell;戴尔的主要营销渠道

The marketing channels of Dell contains only its suppliers and customers, there are no intermediaries like wholesalers and retailers and that helped it to provide the orders to the client at the fastest speed. Dell s Channel of Distribution starts with its suppliers which supplies it necessary components needed to build PCs. After building process PCs are directly send to the door of customers. Dell used short channel to distribute its products because it wants to reduce the complexity, time, cost which increases if more number of intermediaries are used.

戴尔的营销渠道只包括供应商和客户，没有批发商和零售商等中介机构，这有助于它以最快的速度向客户提供订单。戴尔的分销渠道从其供应商开始，供应商为其提供制造电脑所需的必要组件。制造完成后，电脑会直接送到客户手中。戴尔使用短渠道分销其产品，因为它希望降低复杂性、时间和成本，如果使用更多的中介机构，这些成本就会增加。

Distribution Channels and Logistics Flow.分销渠道和物流

Research founded that the key and the most basic element of Dell Success is its 3 key supply chain Strategies. Direct Sales Model , Build-To-Order , Supplier Integration .

研究发现，戴尔成功的关键和最基本的因素是其3个关键的供应链战略。直销模型，按订单构建，供应商集成。

2.1 Direct Sales Model 直销模式

Direct Sales Model Refers to the verity that Dell does not use any retailers or wholesalers for selling its PCs but takes order directly from the customers through its established website and sells directly to the customers as per their order. This model allowed firm be in direct contact with its consumers and know about their need directly. By this, supply chain Strategy it can create direct relationship with each individual customer, also can know about their benefits that they want from Dell computers. With the help of this model, company can also know about whom its last customer was, what they purchased and what were their choices. This data helps Dell to put additional products and services according to the customer s preferences and help it get closer to them. [Nilekani, (2010)]

直销模式是指戴尔不使用任何零售商或批发商销售其个人电脑，而是通过其既定网站直接从客户那里获得订单，并根据客户的订单直接销售给客户。这种模式使公司能够直接和消费者接触，并直接了解他们的需求。通过这种供应链战略，它可以与每个客户建立直接的关系，也可以了解他们想要从戴尔电脑中获得的好处。在这个模型的帮助下，公司还可以知道最后一个客户是谁，他们购买了什么，以及他们的选择是什么。这些数据有助于Dell根据客户的偏好提供更多的产品和服务，并帮助其更接近客户。

Direct Sales Model:直销模式

No additional time and cost, as PC s are directly delivered to Customers.无需额外的时间和成本，因为PC是直接交付给客户的。

Additional time and cost, required to deliver PC s to Customers through Retailer.通过零售商将电脑交付给客户所需的额外时间和成本。

This unique strategy has become its marketing strategy and also provides product development information. Dell upgraded its direct relationship to Virtual Integration, So with the use of information technology now its customers can become it s partners , for this it organizes, platinum councils(regional meetings) where its large number of customers comes , share their experience with technicians , salespeople , executives of Dell , discuss about their needs and expectations from technology which help corporation to get competitive advantage on other PC companies , which does not provide such services . [Thompson and Gamble, (1999)]

这种独特的战略已经成为其营销战略，也提供了产品开发信息。戴尔将其直接关系升级为虚拟集成，因此，随着信息技术的使用，现在其客户可以成为其合作伙伴，为此，它组织了白金委员会（地区会议），在那里有大量客户，与技术人员、销售人员、戴尔高管分享他们的经验，讨论他们对技术的需求和期望，这些技术有助于公司获得与其他不提供此类服务的PC公司相比的竞争优势。

2.2 Build-To-Order 按订单构建

Build to order strategy is the Supply chain strategy which focuses on building computer only when customers order it. So as shown in figure 5 first customer place orders from Dell s website as per their requirements , then the information about configurations as per customers requirement are send to manufacturing floor and then the assembly begins.[ Thompson and Gamble, (1999)]

按订单构建策略是供应链策略，其重点是只有当客户订购计算机时才构建计算机。因此，如图5所示，首先客户根据其要求从戴尔网站上下订单，然后根据客户要求将有关配置的信息发送到制造车间，然后开始组装。

If Dell s this Build-to-order supply chain strategy is compared to other pc companies, it is clear Dell had several advantages. Firstly the level of inventories is very small, that results into low cost to maintain and storing them, in contrast other pc corporations had to pay cost to maintain its inventory. Secondly, very fast response can be given to demand changes for instance if some new software or processor comes then Dell do not have to wait till the first stock gets rid off, and can inform the customer about the new components if the customer wants then only it have to tell to its suppliers to supply it so no unused stock will be left and Dell will manufacture exactly what a customer wants. Other than this by following build-to-order strategy Dell gets advantage of just in time inventory which helps it spot out the defective component and replace it quickly before more defective components raises out.

如果戴尔的这种按订单构建的供应链战略与其他电脑公司相比，很明显戴尔有几个优势。首先，库存水平很低，这导致维护和储存库存的成本很低，而其他个人电脑公司则不得不支付维护库存的成本。其次，可以对需求变化做出非常快速的反应，例如，如果有一些新的软件或处理器出现，那么戴尔不必等到第一批库存用完，如果客户想要，可以将新组件通知客户，然后只需告诉供应商供应，就不会留下未使用的库存，戴尔将完全按照客户的要求生产。除此之外，通过遵循按订单构建策略，戴尔还利用了及时库存，这有助于它发现有缺陷的组件，并在更多有缺陷的部件出现之前迅速更换。

2.3 Suppliers Integration.供应商整合

Dell has got suppliers from all over the world which includes countries like China, India, and US etc. Some of the big suppliers of Dell are Samsung, Motorola, Sony, Sanyo etc and all this suppliers supplies components according to the code of conduct made by Dell. The relationship of Dell with its suppliers entirely facilitates its two key supply chain Strategies. It considers its suppliers as an important and internal part of its success. The supplier selected by Dell has expertise, experience and capability to deliver value added components and the performance of these suppliers is measured by pre-agreed measures. [Manataki, (pg 13, 2007)]

戴尔的供应商来自世界各地，包括中国、印度和美国等国家。戴尔的一些大供应商是三星、摩托罗拉、索尼、三洋等，所有这些供应商都根据戴尔制定的行为准则供应组件。戴尔与其供应商的关系完全促进了其两个关键的供应链战略。它认为其供应商是其成功的重要内部组成部分。戴尔选择的供应商具有提供增值组件的专业知识、经验和能力，这些供应商的绩效是通过预先商定的衡量标准来衡量的。

One of the main objectives of Dell is to minimize the inventory and maximizing speed, so it demands its supplier to provide materials at high speed instead. So for example instead of saying we want 10,000 to this warehouse within two weeks, Dell says we need 10,000 tomorrow by 7am at warehouse. One of the facts is that Dell does not hold inventory more than six days. In order to deal with its high inventory velocity, the suppliers are required to retain their stock near Dell s plant, or start their manufacturing centre around them, build their warehouse near Dell or they can manufacture it elsewhere and supply to the plants. At some plants the company follows Vendor Inventory System that is the components supplied by supplier are kept in truck only and are taken as per need and the suppliers have to look after that inventory till it is been taken off by the company. Many of its suppliers of Asia who supplies hard disk drives, floppy drivers, cable connectors, CD Rom drives supplies it from different location to manufacturing hub. On the other hand large proportion of its motherboard suppliers fabricates components around Dell plant for example Solectron and SCI located at Guadalajara in Mexico supply s Dell US plants. [Christopher, (pg22, 2005)]

戴尔的主要目标之一是最大限度地减少库存和提高速度，因此它要求供应商以高速提供材料。因此，例如，戴尔没有说我们想在两周内把10000件送到这个仓库，而是说我们明天早上7点之前需要10000件到仓库。其中一个事实是，戴尔的库存不会超过六天。为了应对其高库存速度，供应商必须在戴尔工厂附近保留库存，或在其周围建立制造中心，在戴尔附近建立仓库，或在其他地方制造并供应给工厂。在一些工厂，公司遵循供应商库存系统，即供应商提供的部件仅存放在卡车中，并根据需要提取，供应商必须保管库存，直到公司将其提取。其在亚洲的许多供应商供应硬盘驱动器、软盘驱动器、电缆连接器、CD-Rom驱动器，从不同的地点供应到制造中心。另一方面，其大部分主板供应商围绕戴尔工厂制造组件，例如位于墨西哥瓜达拉哈拉的Solectron和SCI为戴尔美国工厂供货。

For all the process above, Dell has close relationship, common trust with its suppliers in order to switch over key data. In addition to this it distributes information with its supplier by using internet and Information Technology, it established website called valuechain.dell.com which operates extranets between Dell and its suppliers. Through Valuechian.dell.com the suppliers of Dell can get information about stage of inventory in supply chain, require data, the superiority of components .i.e. if any component is faulty they can notice through this chain and change it. Other than this it can also get information about new part transitions. Thus by this system Dell shares demand and production information with its suppliers and by this process it can also avoid bullwhip effect. [Manataki, (pg 14, 2007)]

对于上述所有过程，戴尔与其供应商有着密切的关系和共同的信任，以便切换关键数据。除此之外，它还通过互联网和信息技术与供应商分发信息，并建立了一个名为valuechain.dell.com的网站，在戴尔与其供应商之间运营外联网。通过Valuechian.dell.com，戴尔的供应商可以获得有关供应链中库存阶段、所需数据、组件优势的信息。即，如果任何组件出现故障，他们可以通过该链进行通知并进行更改。除此之外，它还可以获得有关新零件转换的信息。因此，通过这个系统，戴尔与其供应商共享需求和生产信息，通过这个过程，它也可以避免牛鞭效应。

Manufacturing Plants of Dell and Transformation Process;戴尔的制造工厂和转型过程

Dell organizes its manufacturing plants by region, so it builds only one or two plants to serve its regional markets. For instance, it has manufacturing plants in Austin, Texas, Nashville and Tennessee that serves the market of North America. Plant in Eldorado do Sul, Brazil serves the market of Brazil and North America. While the markets in Malaysia and other Asia pacific regions is served by Penang plant. Xiamen, china serves the markets of china, limerick and Japan. Plants in Ireland serve the market of Europe, Africa and Middle East. Out of all plants the manufactory of Austin is the biggest one, these factory produce all Dell hardware products. [youtube,(2007)]

戴尔按地区组织其制造工厂，因此它只建造一两个工厂来服务于其地区市场。例如，它在奥斯汀、得克萨斯州、纳什维尔和田纳西州都有制造厂，服务于北美市场。工厂位于巴西南埃尔多拉多，服务于巴西和北美市场。而马来西亚和其他亚太地区的市场则由槟城工厂提供服务。厦门，中国服务于中国市场，打油诗和日本市场。爱尔兰的工厂服务于欧洲、非洲和中东市场。在所有工厂中，奥斯汀工厂是最大的一家，这些工厂生产所有戴尔硬件产品。

Transformation Process of Computers 计算机的转换过程

Generally the transformation process of computers of Dell are divided in to 7 divisions, Customer order section, Kitting, Build, Software installation, Final Testing and Labeling, Boxing, Shipping and to operate all these divisions effectively it uses various human resources and technology. [youtube,(2007)]

戴尔电脑的转型过程通常分为7个部门，客户订单部、配套、构建、软件安装、最终测试和标签、装箱、运输，为了有效地运营所有这些部门，它使用了各种人力资源和技术。

Transformation Process Model 转换过程模型

1) Customer Order Section – In this section , the order of customers are electrically transferred to Dell orders management system and then they are transferred to Dell scheduling system through their software Factory Planner Maintenance Online where all orders are sequenced into the production schedule every two hours and these section act as a brain of Dell manufacturing centers. The servers present in the section serialize each part and tracks the order till it is been made.

客户订单部分–在本部分中，客户的订单通过电气方式传输到Dell订单管理系统，然后通过其软件Factory Planner Maintenance Online传输到Dell计划系统，在该系统中，所有订单每两小时按顺序排列到生产计划中，这些部分充当Dell制造中心的大脑。本节中的服务器对每个部分进行序列化，并跟踪订单，直到订单完成。

2) Kitting The various components needed to build orders, supplied by suppliers are brought to this division and then transferred to build section.

配套供应商提供的构建订单所需的各种组件被带到该部门，然后转移到构建部门。

3) Build In this division the components are fitted according to the customers need and a human readable as well as machine readable barcodes are stick so that it can be used throughout the life of machine and it act as a base for quality system.

构建在这个部门中，根据客户的需求安装组件，粘贴人可读和机器可读的条形码，以便在机器的整个生命周期中使用，并作为质量体系的基础。

4) Software installation After fitting components, the orders are passed to software installation division where different types of software are downloaded according to customers requirement.

软件安装安装组件后，订单被传递到软件安装部门，根据客户的要求下载不同类型的软件。

5) Final Testing And Labeling After installing special software , the pc s are then transferred to final testing and labeling section where , labeling of Dells material is done as well as appropriate quality checking is made

最终测试和标记安装专用软件后，电脑将被转移到最终测试和标签部分，在那里，对Dells材料进行标签标记，并进行适当的质量检查

6) Boxing And Shipping After passing through quality system , pc s are brought to boxing and shipping centers where additional items like monitors , printers are brought from Dell s merge centers to complete the orders and combine them in to one shipment which is then delivered to customers.

装箱和运输在通过质量体系后，电脑被带到装箱和运输中心，在那里，显示器、打印机等其他物品从戴尔的合并中心被带到那里，以完成订单并合并成一批货物，然后交付给客户。

The decision of location of plant is been done based on combinations of four factors, i.e. it locates the plant where it can minimize costs by recruiting cheap labor, easily available transportation and information , efficient technology , easy market access and availability of government incentives. [youtube,(2007)]

工厂选址的决定基于四个因素的组合，即工厂的选址可以通过招聘廉价劳动力、方便的交通和信息、高效的技术、方便的市场准入和政府激励措施来最大限度地降低成本。

Additional Operations of Dell to increase customer value (Customer satisfaction)戴尔增加客户价值的附加操作（客户满意度）

Dell also performs some other operations which helps it to follow simple and consistent pattern at each stage and that basically helps to increase customer satisfaction.

戴尔还执行一些其他操作，这有助于它在每个阶段遵循简单一致的模式，基本上有助于提高客户满意度。

Additional Operations of Dell Includes Logistics, call centers, marketing and sales and data centers.

戴尔的其他运营包括物流、呼叫中心、营销和销售以及数据中心。

Logistics 物流

Dell s inbound logistics for materials needed to fabricate PCs are handed by the supplier s logistics companies and according to the code of conduct of corporation; the supplier should use a capable logistics company who can deliver components safely and at the exact time given.

戴尔制造个人电脑所需材料的入境物流由供应商的物流公司根据公司行为准则提供；供应商应该使用一家有能力的物流公司，该公司能够在给定的确切时间安全地交付部件。

In case of outbound logistics, it got number of best transportation and logistics companies like DHL, CEVA, FEDEX, ODFL, SAIA, UPS and SCHNEIDER which ships the exact order to exact customer at right delivery time or day given by Dell which on the whole helps to increase customer satisfaction.[Dell,(2010)]

在出境物流方面，它得到了许多最好的运输和物流公司，如DHL、CEVA、FEDEX、ODFL、SAIA、UPS和SCHNEIDER，这些公司在戴尔给出的正确交货时间或日期将准确的订单运送给准确的客户，总的来说，这有助于提高客户满意度。

Call Centers 呼叫中心

Extensive use of Call Centers is made by Dell, for sales as well as for technical supports. It tries to establish its call centers close to its major customer segments in order to solve transactions of customers and to increase relationship with them. It generally recruits regional staff for its call centers, to optimize regional language and telecommunication. Some of the examples of regional call centers are,

戴尔广泛使用呼叫中心进行销售和技术支持。它试图在靠近主要客户群的地方建立呼叫中心，以解决客户的交易并增加与客户的关系。它通常为呼叫中心招聘区域员工，以优化区域语言和电信。区域呼叫中心的一些例子是，

Bangalore located in India for Asia-pacific.班加罗尔位于印度的亚太地区。

Round Rock and Nash well for US.Round Rock和Nash对美国来说很好。

Bra knell established to handle UK customers.Bra knell是为处理英国客户而设立的。

Amsterdam center for clients of Middle and Central Countries. [Dell, (2010)]阿姆斯特丹中东国家客户中心。

Marketing, Sales and Support 营销、销售和支持

Dell does its marketing through its global headquarters which directs special messages to the target audience worldwide. It wins its clients and builds long- term relationship with them by giving the best quality product and services. The advertisement and other marketing materials that Dell makes to its customers are always straightforward and precise. [Dell, (2008)]

戴尔通过其全球总部进行营销，该总部向全球目标受众发送特别信息。它通过提供最优质的产品和服务赢得客户并与他们建立长期关系。戴尔为客户制作的广告和其他营销材料总是直截了当、准确无误。

While the sales service and support centers are located in different countries in order to provide service to different customers of various countries. In addition to these Dell also serves telephone technical service centers in different countries to solve the problem of customers. So consequently, Dell sales service and support centers are present in 34 countries across the world in urban areas. [Dell, (2010)]

而销售服务和支持中心位于不同的国家，以便为不同国家的不同客户提供服务。除此之外，戴尔还为不同国家的电话技术服务中心提供服务，以解决客户的问题。因此，戴尔的销售服务和支持中心遍布全球34个国家的城市地区。

Strength and Weakness of Supply chain of Dell;戴尔供应链的优势与劣势

Strength 优势

1. Dell’s three supply chain strategies are the most basic strength; it helps the organization to lower its cost by holding minimum inventory, reducing number of mediators in distribution channel, helps the customer to customize pc according to their choice.

戴尔的三大供应链战略是最基本的优势；它通过保持最低库存，减少分销渠道中的中介数量，帮助组织降低成本，帮助客户根据自己的选择定制pc。

2. Dell boasts very capable manufacturing, distribution process which helps to offer powerful systems to customers at a competitive price.

戴尔拥有非常强大的制造和分销流程，这有助于以有竞争力的价格向客户提供强大的系统。

3. Use of latest information technology in its supply chain is the major strength of the corporation , for instance the extranets developed by dell helps it to communicate with suppliers at small period of time .It just posts the demand on the extranets and various suppliers supply needed components by viewing the demands on extranets.

在供应链中使用最新的信息技术是公司的主要优势，例如戴尔开发的外联网有助于公司在短时间内与供应商沟通。它只是在外联网上发布需求，各种供应商通过查看外联网上的需求来提供所需的组件。

Weakness 劣势

1. If its supply chain strategies helps it to reduce costs , it also increase s the cost of maintenance because more of use of specialized technology, more specialized labors work needed to operate them which increase the costs of maintenance.

戴尔的三大供应链战略是最基本的优势；它通过保持最低库存，减少分销渠道中的中介数量，帮助组织降低成本，帮助客户根据自己的选择定制pc。

2. Dell direct model might create problem for home user customers, because some customers cannot easily customize pc s according to their specifications, it might take days to finish it and on the other hand they can t go to any retailers if they found any problem.

戴尔拥有非常强大的制造和分销流程，这有助于以有竞争力的价格向客户提供强大的系统。

Conclusion 结论

Based on the above analysis following conclusion can be made:根据以上分析，可以得出以下结论

Dell falls under the secondary sector industries that do not manufactures all components of pc , just fit the components according to customers need , sells them .With its three effective supply chain strategies, Dell Direct Sales that helped to execute the pc exactly according to customer s need, Build – to order that helped to trim the additional stock and take advantage of Just In time inventory , Supplier integration that helped to improve and increase the relationship with its suppliers, and with use of latest technology at each step of supply chain , Dell became one of the successful pc maker company in today pc market.

戴尔属于第二产业，不生产电脑的所有组件，只根据客户的需求安装组件并进行销售。凭借其三种有效的供应链战略，戴尔直销帮助完全根据客户的需求执行电脑，构建订单帮助减少额外库存并利用准时库存，供应商整合帮助改善和增加与供应商的关系，戴尔在供应链的每一步都采用了最新技术，成为当今个人电脑市场上成功的个人电脑制造商之一。

Dell exists in such market which varies by global regions and by different countries, but special favored location of manufacturing plants in these different regions, countries and its appropriate management coordination, co-operation and powerful technology and staff, helped the corporation to increase its networks from a city of Texas to South America, Europe, Middle East Countries, Africa, Asia etc. In addition to these it also creates customer value by providing price incentives for definite bundles of pc or components and after sales service such as capable call centers and IT centers that are located all around the world which have helped the firm to deal with numerous technical problems and queries of customer which indeed helped to increase the relationship with the target audience across the world.

戴尔存在于这样一个因全球地区和不同国家而异的市场中，但在这些不同地区、国家的制造厂的特殊位置及其适当的管理协调、合作和强大的技术和员工，帮助该公司将其网络从得克萨斯州的一个城市扩展到南美、欧洲、中东国家、非洲，亚洲等。除此之外，它还通过为电脑或组件的特定捆绑包提供价格激励和售后服务来创造客户价值，如遍布世界各地的呼叫中心和it中心，这些服务帮助公司解决了客户的许多技术问题和疑问，这确实有助于增加与目标受众的关系世界各地。

Thus if it follows the same solitary supply chain techniques it will not take longer time for the organization to become number one in pc market.

因此，如果它遵循同样的单独供应链技术，该组织将不会花更长的时间成为个人电脑市场的第一。本站提供美国留学生作业写作格式范文以及美国作业写作辅导，如有需要可咨询本平台。