Escolar Documentos
Profissional Documentos
Cultura Documentos
PowerVault
&
PowerConnect Switches Dell|EMC
Storage
PowerEdge
Servers
Software &
Peripherals Precision
Workstations
Latitude
OptiPlex Notebooks
Desktops
Global Manufacturing
Austin, Texas, USA 19%
70% EMEA 11%
Nashville, Tennessee, USA
Americas APAC
Eldorado do Sul, Brazil
Limerick, Ireland
Penang, Malaysia
~41,800 employees worldwide
Xiamen, China
Revenue $38.4B (last 4 qtrs.)
Suppliers Customers
Technology Services
EMC² BLUECURRENT
Customer
SOLUTION
Software E-Business
100
90
80
Days Sales Inventory
70
60
50
40
30
20
15 X
10
5
0
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Q103
Quality
Cost Delivery
Worldwide Procurement Regional Materials
Shared responsibility
Mfr Buys
Components
Mfr Assembles
Product Distributor Gets
Cost of Components
Dell Procures
Components,
Channel Assembles, &
Inventory Ships
Dell Cost
“push” “pull”
Buy-to-Plan Build-to-Order
Customers
Suppliers
Dell
SLC
Manufacturing
1) Dell facilities act as Manufacturing Centers, not Warehouses – only inventory needed for next 2 hours of orders is on site
2) Provides direct signal of Dell customer demand for suppliers
3) Dell’s performance to customer orders is directly linked to our suppliers’ level of support
4) Absolute synchronization between manufacturing and sales keeps the process balanced.
Cost Technology/
Leadership Time To Volume
Senior leadership Performance to Targets Product Leadership
involvement Structural Cost Analysis Roadmap Alignment
Advantaged Pricing Joint Qualification
Data driven discussion/ Internet Negotiation
RTS Predictability
decisions Quality
Warranty Cost
Identify actions/ VLRR, 90-day FIR
commitments Process Capability
Mutual agreement of 5 Sigma Continuity
Service of Supply
future performance
targets Corrective Action Supply Chain Optimization
Global Support Capacity/Capability
Measure and reward Failure Analysis Globalization
performance Quality Metrics Flexibility
6. Report 2. Measure
Tell others. BPI Can I explain a problem
with data?
Certification Levels
• Yellow Belt 5. Control Model 3. Analyze
Did we improve?
• Green Belt Did we save money? What’s the real problem?
• Black Belt
• Master Black Belt 4. Improve
Let’s improve
the process!
28%
26%
Dell’s low operational costs mean
lower prices for customers: 24%
12%
10%
8%
Q1 CY02 Q2 CY 02 Q3 CY 02 Q4 CY 02
Industry's most
efficient
Efficient procurement,
Pass cost savings Model with Lowest
on to customer Cost Structure manufacturing
and distribution
process
Competitive
Pricing
Help
Drive
Supplier
Business
Thanks!