[경영정보시스템, mis] 델 Dell MIS 사례 분석

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레포트 > 경제경영계열
2011.02.25
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경영혁신기법의 성공전략 및 사례

경영정보시스템(MIS)의 기법(공장자동화, 그룹웨어, 전사적 자원계획, 전자상거래)

소개글

[경영정보시스템, mis] 델 Dell MIS 사례 분석에 대한 자료입니다.

- CONTENTS –

Ⅰ. Introducion

Ⅱ. Dell Premier

Ⅲ. Analysis of Dell’s Case

- SCM

- G2 Architecture

- CRM

Ⅳ. SWOT Analysis

Ⅴ. Recommendation

Ⅵ. Conclusion

본문내용

Ⅲ. Analysis Of DELL’s Case
1. SCM
- DELL’s direct model

Here is the dell’s direct model. We can see clearly the difference between general pc value chain and dell’s one. The picture below is dell’s hardware delivery system : dell directly deals with final customer. This direct relationship is the most efficient path. It can low cost and gives the best value for the product and services.
The common business logic is said make-to-stock but dell’s paradigm shifts to “make-to-order”. We call this paradigm “customized systems”.
This system gives the customers superior, tailored service and support offering the highest quality and most relevant technology.
But we have to notice that even though there is many advantages for direct pc value chain, we cannot use it unless we have good scm system which enables to run it. But as we see, dell company did it. How?
The answer is that Dell chose i2 technologies for its scm system.

As for the i2, like the diagram above, the blue one is i2, and i2 serves almost 38% of the scm market.
About the i2’s Contribution, Every 20 seconds, Dell aggregates its orders, analyzing the material requirements. i2 SCM compares Dell’s on-hand inventory with its suppliers’ inventory, then creates a supplier bill of material to meet its order needs.
Dell’s suppliers have 90 minutes to pull the needed materials and drive them to Dell’s factory.
Dell then takes 30 minutes to unload the truck and place the materials – in the precise order in which they will be manufactured – onto the assembly line.
Instead of forecasting the daily supply needed, Dell receives the exact material every two hours to fulfill actual customer orders.
Here's how it works. Through a suite of web-based applications, Dell is now linked with its core suppliers. This new system automatically converts Dell's sales orders into materials requirements. These requirements are then instantly communicated to suppliers, whose stocking locations are situated no more than thirty minutes from the Dell factory. Those suppliers use an Internet portal to view the requirements and confirm their ability to commit their own inventory to Dell as the orders are placed.
As Dell factories receive orders and schedule assemblies, a "pull" signal to the supplier triggers the shipment of only the materials required to build current orders, and suppliers deliver the orders directly to the appropriate Dell assembly lines. The factory schedule is refreshed every two hours. As a result, when actual demand varies from forecasted demand, all suppliers, factories and logistics providers are quickly and concurrently notified and can adjust their own inventory allocations and production accordingly. Dell's inbound inventory is kept to a minimum, its non-ordered finished goods inventory is kept at zero, customer orders are immediately sent upon completion and customers receive what they ordered on the promised date.

2. G2 ARCHITECTURE
- Dell ERP Debacle
The need to balance control and flexibility in the organization has been evident in the evolution of Dell’s information technology systems. In the early 1990s, IT was so decentralized that management lacked even the basic information needed to make decisions and run the company.
There were a data center and some common applications, but most of the applications had been developed independently in various user departments.
This extreme IT fragmentation was at odds with Dell’s organizational structure, which was centralized globally on a functional basis, with sales, manufacturing, service, and other functions all reporting directly to Austin. The company’s growth was outpacing the ability of IT to provide
information needed to manage the business. To bring some order to its IT house, the CIO moved quickly to implement an information system, called Information to Run the Business, Cio set up the development of next-generation applications that would achieve tighter integration of data
to allow better integration of business functions. At the core of this process was the decision to adopt an enterprise system—SAP/R3—as a means of developing a united application environment throughout the company. The attraction of SAP is that it

#Dell #MIS #경영정보시스템 #사례 #mis

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