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戴尔是一家电脑生产制造商，公司在20世纪80年代成立于美国。进过多年发展，戴尔公司已经变成是电子商务领域的电脑硬件供应商的领军人物。该公司通过在线上销售产品，成功建立了自己的品牌，首先是在美国本土，其实影响扩大到世界范围。戴尔的产品不但销售给公司客户，也卖给个人客户。戴尔运用一种独特的直销方法，也被称为戴尔直销模型，来达到利润最大化，并且在国际范围内保持竞争优势。

这种模型指的是戴尔直接接触客户。模型允许客户在线自由选购，并订购附加的一些他们需要的产品。这种整合是非常重要的，因为公司不必制造所有的商品来供客户选择，只需按需制造并销售。戴尔运用互联网的力量与供应商、客户来共享和交换信息，戴尔与供应商建立起了一条高级的供应链，使得库存量最小，从而使得成本最低化。这种模型帮助戴尔专注于价格表现、优质服务、支持、客户定制以及最新技术。

Dell is a computer manufacturer that was established in the United States in the 1980's. Over the years it became the leader in the E Commerce computer hardware market. It established its brand by selling its products online, in the US at first, and then all over the world. Dell sells its products to corporate clients and individual customers. Dell uses a unique direct method, which is called the Dell direct model, to achieve maximum profitably and sustain their international advantage.

This model refers to their relationship with the customers as being direct. It allows customers to customise their PC online and order any additional products they need or desire. This integration is hugely important as it eliminates the need to manufacture everything. Dell uses internet power to share and exchange information with suppliers, customers and vendors to build a superior supply chain that keeps the inventory turnover low and the cost to a minimum. This model helps Dell focus on price for performance, service, support, customisation and latest technology.

Moreover, it enables the company to distinguish itself from its competitors with its customised on-demand manufacturing. Following this customisation Dell is able to offer customer more value for their money by eliminating intermediaries in their manufacturing and distribution process.

Dell supply chain management theory is to shorten the cycle between the components, the manufacturer and the end customer. As Michael Chong (the E-Business Technology manager of Dell computer business) said, 'we are allowing them to almost touch each other'. This is implemented in Dell by using efficient and effective built to order business model. Dell's online supply management allows Dell's suppliers and customers to work together. Because Dell work directly with their customers it has the ability to connect and understand what products will be required and when. It helps the company to inform its suppliers what supplies are needed based solely on customer demand. As a result there is no excess of supplies in warehouses that will decrease the company's efficiency. It enables the company to have exceptional service and ease in ordering and responsiveness to customer needs.

One of the most important features that gave Dell a sustainable competitive advantage was the implementation of the 'just in time' inventory, also known as the Toyota production system. It operates on six days of inventory. This enables Dell to cut the cost of warehousing and of hiring people to track and look after inventory. It allows the company to have more cash to invest in adding value activities especially for customers. The use of such a system suits Dell perfectly as customers can only order computers through Dell itself. It also eliminates other distribution suppliers entirely and makes a direct contact with customers. It allows the development of a deeper relationship with customers 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。