A comparison of Ford and Dell's supply chain management models.
Written in 2007; 702 words; 4 sources; APA; $ 25.95
Paper Summary:
The paper compares the supply chain models of both Ford and Dell and explains that the vastly more complex processes for building an automobile than for assembling a computer lead to the differences in both companies' supply chains. The paper discusses the ways in which Ford can learn from Dell's success in supply chain management.
From the Paper:
"The products of both Ford and Dell are driven by innovation, however Dell's online sales model is one of very rapidly (4-6 days) pulling together the components necessary to meet individual customer requirements; whereas, most of Ford's innovations and new features are pushed to customers as standard makes and models, with custom features that change only yearly, and with lead times for custom features that may stretch to weeks. Dell's supply chain model, therefore, is capable of being highly responsive to the changing and unpredictable demands of individual customers on the front end, with build-to-order and agile processes, while minimizing the back-end risk of supply disruptions."
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