Control 15 Conclusion 16 Ford Motor Company Executive Summary As director of Supply Chain Systems, Teri Takai recommends implementing virtual integration strategies from companies like Dell to portions of Ford’s supply chain strategy. Although there are several key differences between the companies, the restructuring plans of Ford 2000 have set a viable foundation to implement Dell’s virtual integration strategy in inventory management
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COMPANY BACKGROUND [pic] [pic] Introduction of Dell Inc. Dell Inc. is a multinational technology corporation that develops, manufactures, sells, and supports personal computer and other computer related-products. Dell Inc. based in Round Rock, Texas. Dell Inc. employs more than 82,700 people worldwide. Dell Inc. grew during the 1980s and 1990s to become (for a time) the largest seller of PCs and servers. As of 2008 it held the second spot in computer sales within the industry behind HP.
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------------------------------------------------- Executive Summary As director of Supply Chain Systems, Teri Takai recommends implementing virtual integration strategies from companies like Dell to portions of Ford’s supply chain strategy. Although there are several key differences between the companies, the restructuring plans of Ford 2000 have set a viable foundation to implement Dell’s virtual integration strategy in inventory management, customer service and support and suppliers’ management
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to: Mr. Md. Zillur Rahman Course Coordinator Course Code: MGT-601 Course Title: Strategic Management & Case Analysis Department of Business Administration Sylhet International University, Sylhet Submitted by: Shakhor Ranjan Dash Roll No. 11382 MBA 2-2 Submitting Date : 30.11.2012 Dell Case: Question 1 :: What are the advantages to Dell of having manufacturing sites located where they are? What are the potential disadvantages? Answer: Dell’s manufacturing
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the amount of sales that the company has, also influencing the net working capital ratio of only 0.23. At first sight the current liabilities to inventory ratio of 15 might seem a bit high, although the denominator of the current liability to inventory ratio is inventory and it is really low. It’s really hard to compare the company to the industry average because there is no other company that handles its inventory like Dell does. The company’s operation ratio expense is 12.64, way below compare
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Supply Chain Strategy The Importance of Aligning Your Strategies UPS Supply Chain SolutionsSM Copyright © 2005 United Parcel Service of America, Inc. All Rights Reserved. No part of this publication may be reproduced without the prior written permission of UPS Supply Chain Solutions. Our Insight. A UPS Supply Chain Solutions White Paper Introduction Chances are you’ve heard the term supply chain strategy. Used informally, it is often confused with supply chain management, where
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Executive Summary: Ford wanted to adapt the idea of virtual integration to improve its supply chain. By the use of technology; it wanted to reduce its working capital and increase profits. Moreover, the company was emphasizing more and more on shareholder value and customer responsiveness so they were looking into reengineering some of their processes which can help improve their current forecasting model and reduce OTD cycle times substantially. With new business models prevailing, Ford did not
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like Dell. • Another group believes differences between the auto business and computer manufacturing is substantive. Relative to Dell, Ford’s supplier network has more layers and companies, and Ford’s purchasing organization was more prominent and independent than Dell's. Sub Issue • Company-wide emphasis on shareholder value and customer responsiveness. • Market share Environmental and Root Case Analysis There exist many similarities between Ford`s processes
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Oracle Corporation It’s a huge company that provides enterprise software and computer hardware products and services. It develops, manufactures, markets, hosts, and supports database and middleware software, applications software, and hardware systems. It is organized into three businesses: software, hardware systems and services. Its software business consists of two segments: new software licenses and software license updates and product support. It’s hardware systems business consists of two
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traditional supplier base which extends to thousands of suppliers, technology is not kept abreast and huge inventories. Further, virtual integration model as implemented in Dell Computers is discussed and its pros and cons to implement at Ford. Clearly, Ford operations make it difficult to gain all the benefits of virtual integration that Dell Computers have reaped. Recommendations are made to implement certain aspects like reducing suppliers, outsourcing non-core activities, direct sales, technology improvement
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