data on the time and information ac

data on the time and information actually used in maki 'fi
chase. The ability to measure the actual investment and how wnglla speCI, 1C pudr-
. fi d · · e a users nee s
were sahs te IS Important to the fmal step in rnanagmg · the procurement
process.
4. Evaluate ks the effectiveness . of the procurement , process· Th' 1s IS · a contra1 h step t at
as ttwo questiOns: (I) Were the users needs satisfied> · and (2) was the mvest- ·
mei~ necessary? Remember, the goal is to invest only enough time and information to exactly satisfy the user's needs· If the procurement process was
On the line How Dell Defines Direct
Before the first E-tai.ler everset up shop, Dell Computer turned the personal computer industl)'
on 1ts ear by ptoneenng the tdea of selling custom-built PCs directly to consumers. By developIng and then staying focused on what he termed the direct model, Michael Dell built a $21 billion company that 1s both known for supply chain excellence and widely considered to have the
nght bus ~ness model for the Internet age.
" Michael Dell attributes his company's success to an unrelenting focus on the customer.
From t~e st~rt, our ent1re busmess-from design to manufacturing to sales-was oriented
aroundhsten1ng to the customer, and delivering what the customer wanted" has allowed Dell
to eliminate all aspects of the business process that do not contribute directly tom r _
tomer needs. ee mg cus
Dell's success did not come without some growing pains. In the first few years, Dell
b learned · · tough but cructal lessons about the importance of parts 1 ·nventory management and
utld~ng to what the customers said they needed. And time and again it learned that continued
success was lightly tethered to maintaining focus on the direct model.
. Forming strongalliances with the suppliers who would make the direct model work was
an Important task. First Dell chose to source components from expert outside suppliers rather
than build them ttself. Dell found that this approach gave it the flexibility to rapidly scale operations as customer needs dtctated and to gain access to the best components in the world.
Further,. 11 believed 1n supplter partnerships where goals and strategies are shared freely~a
dramatic departure from the traditional buy-bid cycle. When this approach to procurement
worked so well, Dell was among the first companies to outsource significant portions of its logtsttcs operattons to third-party logiStics providers.
To avoid the error, cost, confusion, and complexity that come from managing multiple
suppliers, Dell partnered With only a few key suppliers and then brought the 1· 1
to D II' b · b se supp ters c ose
. e sown ustness, oth geographically and electronically. Dell required suppliers to site
their faCIItttes close to Dell's own manufacturing facilities to allow for belt · ·
and se · d t t . er commumcat1on
rvtce an. as er t1me to market~all critical for a company that does not begin building
a computer until it rece1ves an order.
Today, Dell uses the Internet as a key p!rt of its IT strategy: the company is now creating
Web-based links for each of 1ts suppliers to facilitate the rapid exchange of information such
a~ _compone~t qua_llty metncs, cost ~tructures, and current and future demand forecasts. ProViding supplters wtth closer electromc links helps Dell continue to push for· d · 1
vel 't d b tt . Improve mven ory
oct Yan e er quality data and ultimately reduce the total cycle time from when Dell customers place an order to when they receive it.
Source: "How Dell Defines Direct," Channefs5, no. 1 (2000): 7. Reprint d 'th · ·
nels, a UPS Logistics Group publication.

Results (Vietnamese) 1:

dữ liệu về thời gian và thông tin thực sự được sử dụng trong maki ' fiđuổi theo. Khả năng đo lường đầu tư thực tế và làm thế nào wnglla speCI, pudr 1C -. Fi d · · e dùng nee sđã là sahs te là quan trọng để bước fmal rnanagmg · Mua sắmquá trình.4. đánh giá ks hiệu quả. thu mua, process· Th' 1s là · contra1 h bước t tạinhư câu hỏi ttwo: (I) đã là các nhu cầu người dùng hài lòng > · và (2) là mvest - ·Mei ~ cần thiết? Hãy nhớ rằng, mục tiêu là để đầu tư chỉ đủ thời gian và thông tin chính xác đáp ứng của người dùng needs· Nếu quá trình đấu thầuTrên dòng như thế nào Dell xác định trực tiếpTrước khi everset E-tai.ler đầu tiên cửa hàng máy tính Dell bật industl máy tính cá nhân)'trên 1ts tai bởi ptoneenng tdea bán theo đặc thù tính trực tiếp cho người tiêu dùng. Bằng cách phát triển và sau đó ở lại tập trung vào những gì ông gọi là mô hình trực tiếp, Michael Dell xây dựng một công ty $21 tỷ đồng 1s rằng cả hai được biết đến với cung cấp chuỗi xuất sắc và được coi là có cácxe buýt nght ~ ness mô hình cho tuổi Internet."Michael Dell thuộc tính sự thành công của công ty một ngừng tập trung vào khách hàng.Từ t ~ e st ~ rt, busmess ent1re của chúng tôi-từ thiết kế đến sản xuất để bán hàng-đổi hướngaroundhsten1ng khách hàng, và cung cấp những gì khách hàng muốn"đã cho phép Dellđể loại bỏ tất cả các khía cạnh của quá trình kinh doanh không đóng góp trực tiếp tom r _Tomer nhu cầu. EE mg cusDell's success did not come without some growing pains. In the first few years, Dellb learned · · tough but cructal lessons about the importance of parts 1 ·nventory management andutld~ng to what the customers said they needed. And time and again it learned that continuedsuccess was lightly tethered to maintaining focus on the direct model.. Forming strongalliances with the suppliers who would make the direct model work wasan Important task. First Dell chose to source components from expert outside suppliers ratherthan build them ttself. Dell found that this approach gave it the flexibility to rapidly scale operations as customer needs dtctated and to gain access to the best components in the world.Further,. 11 believed 1n supplter partnerships where goals and strategies are shared freely~adramatic departure from the traditional buy-bid cycle. When this approach to procurementworked so well, Dell was among the first companies to outsource significant portions of its logtsttcs operattons to third-party logiStics providers.To avoid the error, cost, confusion, and complexity that come from managing multiplesuppliers, Dell partnered With only a few key suppliers and then brought the 1· 1to D II' b · b se supp ters c ose. e sown ustness, oth geographically and electronically. Dell required suppliers to sitetheir faCIItttes close to Dell's own manufacturing facilities to allow for belt · ·and se · d t t . er commumcat1on
rvtce an. as er t1me to market~all critical for a company that does not begin building
a computer until it rece1ves an order.
Today, Dell uses the Internet as a key p!rt of its IT strategy: the company is now creating
Web-based links for each of 1ts suppliers to facilitate the rapid exchange of information such
a~ _compone~t qua_llty metncs, cost ~tructures, and current and future demand forecasts. ProViding supplters wtth closer electromc links helps Dell continue to push for· d · 1
vel 't d b tt . Improve mven ory
oct Yan e er quality data and ultimately reduce the total cycle time from when Dell customers place an order to when they receive it.
Source: "How Dell Defines Direct," Channefs5, no. 1 (2000): 7. Reprint d 'th · ·
nels, a UPS Logistics Group publication.