May–June 2004‚ pp. 191–205 issn 0092-2102 eissn 1526-551X 04 3403 0191 ® doi 10.1287/inte.1030.0068 © 2004 INFORMS Inventory Decisions in Dell’s Supply Chain Roman Kapuscinski University of Michigan Business School‚ Ann Arbor‚ Michigan 48109‚ roman.kapuscinski@umich.edu Rachel Q. Zhang Johnson Graduate School of Management‚ Cornell University‚ Ithaca‚ New York 14853‚ rqz2@cornell.edu Paul Carbonneau McKinsey & Company‚ 3 Landmark Square‚ Stamford‚ Connecticut 06901‚ paul_carbonneau@mckinsey
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GLOBAL SUPPLY CHAIN MANAGEMENT FORUM CASE: GS-54 DATE: 05/2007 Stacy Duda‚ LaShawn James‚ Zeryn Mackwani‚ Raul Munoz‚ and David Volk prepared this case under the supervision of Professor Hau Lee as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2007 by the Board of Trustees of the Leland Stanford Junior University. All rights reserved. To order copies or request permission to reproduce materials
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Running head: Amazon.com Supply Chain Project Amazon.com Supply Chain Project Jarrel Nightingale JNightingale2@CapellaUniversity.edu Capella University BUS3004: Supply Chain Management Professor Dr. Robert Goldwasser December 10‚ 2012 Amazon.com Supply Chain Project Introduction In today’s society‚ Online Shopping and the industry of e-commerce has become very popular and mainstream. Many individuals have integrated online shopping into their normal routine and have
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explain the impacr of supply chain decisionson the success a firm. of 2’ rdentify the three key supply chain decision phases aud explaiu 3. Describe the cycle and pusb/pull views of a supply chain. the siguificance of eachone. 4. Classifythe supply chain macro processes a in firm. this chapter‚ we provide a conceptual understanding of what a supply chail is and {n l-the various issues that need to be ionsidergd when plunning‚ or operating {iisoi"g‚ a supply chain.’we discuss the significance
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International Logistics Written Assignment Logistics and Supply Chain Management Table of Contents 1.0 Executive Summary 3 2.0 Introduction and Background 4 3.0 Literature Review 5 4.0 Recommendations 8 Reference List 10 1.0 Executive Summary The globalisation of markets has increased customer demand and product differentiation. Higher quality products and shorter delivery times are essential for maintaining customer satisfaction
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Int. J. Production Economics 85 (2003) 183–198 The strategic integration of agile and lean supply R. Strattona‚*‚ R.D.H. Warburtonb a School of Engineering‚ Nottingham Trent University‚ Burton St.‚ Nottingham NG1 4BU‚ UK b Griffin Manufacturing‚ Fall River‚ MA‚ USA Abstract Lean supply is closely associated with enabling flow and the elimination of wasteful variation within the supply chain. However‚ lean operations depend on level scheduling and the growing need to accommodate variety and
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Introduction Supply chains have expanded rapidly over the decades‚ with the aim to increase productivity‚ lower costs and fulfill demands in emerging markets. The increasing complexity in a supply chain hinders visibility and consequently reduces one’s control over the process. Cases of disruption such as the ones faced by Ericsson and Enron‚ have shown that a risk event occurring at one point of the supply chain can greatly affect other members‚ when the disruption is not properly controlled. Supply chain
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percentage Large Enterprises 30% Public 27% Small & medium business 24% Consumers 19% Table 2.1 – Dell Inc’s marketing segments The product portfolio of Dell consists of selling Servers‚ Networking‚ Storage‚ Outsourced services‚ Project Management‚ Support & deployment services‚ Infrastructure‚ Cloud‚ Security services‚ Applications‚ Business Process services‚ Client devices: notebooks‚ workstations‚ tablets‚ smartphones‚ and desktop PCs For the purpose of the case study‚ the focus will
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Answer=92%*98%*95%*94%*99%*92%*91%=67% 2. Compare the concept if a modern supply chain with more traditional distribution channels. Be specific regarding similarities and differences. Traditional distribution channels are not integrated and exist in stove pipe functional area. The supply chain integrated all of the functions of transportation‚ logistics‚ distribution‚ warehousing‚ and sourcing into one centrally managed operation. Both the supply chain and traditional distribution channels involve the movement
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New-Old/Old x 100% • Productivity increases are dependent on: o Labor (10%) o Capital (38%) o Management (52%) • New Challenges in OM o Global focus o Supply-chain partnering o Sustainability o Rapid Product development o Mass customization o Just-in-time performance o Empowered employees Chapter 2~ Strategy in a Global Environment • Why change international operations? o Improve supply chain o Reduce costs o Improve operations o Understand markets o Improve products o Attract and
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