Ford Motor Company: Supply Chain Strategy Attn: Jac Nasser, CEO Dear Mr. Nasser Please find attached the report as requested Yours Truly, Teri Takai Ford Motor Company: Supply Chain Strategy ------------------------------------------------- Case Study Response Executive Summary As Director of Supply Chain Systems and decision maker on if we should proceed with the Virtual Integration Model I have carefully analysed all aspects of this model to see if it could work within Ford
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Customer Value Supply chains consist of a company, its suppliers, its distributors and its customers. Customer service entails delivering products to customers to their complete satisfaction and delight. Satisfied customers are the desired result of any supply chain management strategy. The core focus on the supply chain management in a company is the customer. Without the customer non of the supply chain would exist. What is quality – The degree of excellence of something. The quality has become
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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. The redesign of the process must include design not only of the supply chain but also
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GROUP ASSIGNMENT- CASE STUDY INTRODUCTION Michael Dell founded the Dell Computers in 1984 in USA and by 2001 the company became the world’s largest personal computer vendor, continuing to gain market share and post profits in an industry struggling with slumping sales and billions of dollars in losses. Dell sells 90% of its PCs directly to the final customer, largely bypassing the reseller channel that accounts for most of the world’s PC sales. This direct customer relationship is a key to Dell’s
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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. The redesign of the process must include design not only of the supply chain but
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COMPANY’S | SUPPLY CHAIN STRATEGY | | | 11/13/2012 | *The Virtual Integration Model Analysis at Ford Motor Company, to Companies like Dell* EXECUTIVE SUMMARY As director of Supply Chain Systems, I have decided to implement portions of the new supply chain strategy of Virtual Integration and strategies from companies like Dell. Although there are several key differences between the companies, Dell’s virtual integration strategy can be applied to Ford’s supply chain operation. A
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additional demands. To further complicate the situation, Kuiper's production planning, inventory tracking, and supply chain management systems are inadequate to meet the demands of increased production. Benchmarking strategies are excellent resources to appraise the decision that Kuiper Leda can make when having alternative solutions based on benchmarking companies such as Dell, Eastman Kodak, ETC name all companies. Eastman Kodak Issue Kodak is the world’s foremost imaging innovator
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me start off by introducing inventory management. Its part of Supply Chain Management that contain systems and processes of maintaining the appropriate level of stock in a warehouse. It is important not only maintaining the inventory accuracy and level but also required to achieve customer satisfaction level and minimize the inventory carrying cost will not be easy task. Our main objective is to highlight to everyone, how Dell, one of the leading IT technologies company, improves its inventory.
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SUSTAINING COMPETITIVE ADVANTAGE AT DELL Michael Dell started Dell Inc. in 1984 when he was an undergraduate student at the University of Texas. Just over two decades later, Dell, with headquarters in Round Rock, Texas, in the United States is now one of the 25 largest companies in the US. It has grown to become one of the world’s great computer companies, with near leading shares in the personal computer and server businesses. In early 2007, annual sales revenues stood at US$56 billion. In fiscal
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broadcast Wednesday on Dell's Supply Chain Transformation. The team at Dell, from Annette Clayton, VP of Global Supply Chain and Operations, to a number of supply chain, communications and video professionals, was first rate and universally friendly (thanks Bruce Raven). You can see an on-demand version of this outstanding broadcast here: Dell's Supply Chain Transformation Videocast. It was our biggest event ever, and I believe the largest on-line event in supply chain history. We had a huge audience
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