(a) according to the order production
The supply chain of an enterprise is a cooperative system, showing complexity and dynamics. Dell's make-to-order production embodies the characteristics of demand-driven and user-driven supply chain design. Its pull supply chain strategy is different from the traditional push supply chain strategy. Its production and distribution are driven by demand, so they are coordinated with customer demand rather than forecast.
Compared with other competitors, the most striking feature of Dell's operating model is that it produces according to orders. Customers place orders directly with them, eliminating middlemen. For ordinary consumers, you can choose the computer configuration online and place an order for the company to produce. For group customers, the network is used to make the company talk to every user conveniently, know their preferences accurately, and respond quickly to meet the needs of customers [1]. Dell's operating model is demand-driven for both general users and group users, which fully embodies the characteristics of the pull-based supply chain strategy.
(2) Eliminate inventory
Dell's order-to-order production meets the diversity of customers' needs and is also the basis of Dell's JIT production model. It directly accepts customers' orders and produces personal computers according to actual needs, bypassing the traditional dealer channels and enabling the company to eliminate the costs and risks brought by holding inventory. At the same time, many of its suppliers have set up factories or warehouses near Dell's factories, and quickly meet their required inventory when needed. This alliance between Dell and suppliers allows suppliers to manage inventory and reduce the inventory cost of enterprises.
(C) Customer relationship management
Alliance with users is one of the advantages of its order-to-order production. This way for customers to choose by themselves increases the service value of the supply chain. Dell's customer relationship management first subdivides customers, configures products and designs orders according to customer needs. The order is divided into two parts, one is the designed standard item, and the other is the customer's choice item under the standard item. The design order mentioned here refers to setting different standard items for different customers according to the customer segmentation results and implementing differentiation on the basis of standardization. Secondly, Dell has established a customer database, which includes all customer information. Finally, the establishment of a special organization to handle customer orders not only solves the requirement of centralized processing, but also enables customers to find their own difficulties through the network when they encounter any problems, greatly reducing the cost of direct contact with customers.
(4) Supplier management
It is not enough for suppliers to reduce costs and improve customer service. The participation of suppliers is an important part of enterprise supply chain management. Dell has the following characteristics in supplier management. First of all, it takes the selection of good suppliers as the code of conduct, and minimizes suppliers to avoid the complexity of management. At the same time, suppliers are required to have a clear understanding of the importance of direct selling mode. Thirdly, suppliers are not only required to be as close to themselves as possible, but also required to have the ability to sprint with them. If the market demand changes from one to another or the technology develops, its suppliers must be able to adapt to the market manufacturing and keep consistent with their new demands. Finally, it implements the supplier qualification plan, that is, suppliers must pass regular evaluation to ensure that the quality meets Dell's standards.