Dell direct- Supply Chain Management
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The document outlines Dell's supply chain and order fulfillment process. A customer places an order through Dell's website or by phone. Dell then processes the order, which involves financial evaluation, configuration checking, and sending the order to an assembly plant. The plant builds, tests, and packages the product within eight hours. Dell typically ships orders within five days of receiving an order.
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Dell PC & Laptop's Supply Chain Management
Dell's supply chain management involves managing quality, demand, logistics, and customer relationships. Dell shares supply chain information with suppliers and assesses supplier performance. It uses systems like ValueChain to coordinate inventory levels and quality metrics. Dell also forecasts demand using techniques like neural networks. Its build-to-order and configure-to-order models help match production to customer orders. Dell integrates supply and demand planning to reduce inventory levels.
Dell value chain
Dell has established a highly efficient supply chain management system through its direct sales and build-to-order model. It collects extensive customer information through online sales and shares this data with suppliers in real-time to better match supply with demand. This reduces inventory costs and bullwhip effect. Dell is also able to bring products to market faster than competitors and offer customers a high level of customization. It has integrated CRM and SCM to further improve customer service, implement new technologies gradually, and extend connectivity between all entities. RFID is used throughout Dell's production process to efficiently route parts and track product information.
Supply chain of dell
Dell Direct Model & Virtual Integration
The Dell Direct Model
Dell's award-winning customer service, industry-leading growth and financial performance continue to differentiate the company from competitors. At the heart of that performance is Dell's unique direct-to-customer business model.
"Direct" refers to the company's relationships with its customers, from home-PC users to the world's largest corporations. There are no retailers or other resellers adding unnecessary time and cost, or diminishing Dell's understanding of customer expectations. Why are computer-systems customers and investors increasingly turning to Dell and its unique direct model?
Dell taking maximum benefits from various competitive strategies to counter act the competitive forces prevalent in the PC market.
• Price for Performance. By eliminating resellers, retailers and other costly intermediary steps together with the industry's most efficient procurement, manufacturing and distribution process Dell offers its customers more powerful, more richly configured systems for the money than competitors.
• Customization. Every Dell system is built to order. Customers get exactly, and only, what they want.
• Service and Support. Dell uses knowledge gained from direct contact before and after the sale to provide award-winning, tailored customer service.
• Latest Technology. Dell's efficient model means the latest relevant technology is introduced in its product lines much more quickly than through slow-moving indirect distribution channels. Inventory is turned over every 10 or fewer days, on average, keeping related costs low.
• Superior Shareholder Value. During the last fiscal year, the value of Dell common stocks more than doubled. In 1996 and 1997, Dell was the top-performing stock among the Standard & Poor's 500 and NASDAQ 100, and represented the top-performing U.S. stock on the Dow Jones World Stock Index.
Case study of dell
Dell is a Fortune 500 company that was founded in 1984 by Michael Dell. It started from his dorm room at the University of Texas and grew to become the third largest PC vendor in the world. Dell deals directly with customers and offers over 1.6 million possible product configurations. It has a global supply chain and major suppliers include Microsoft, Intel, Nvidia and Sony. Dell's organizational structure is divided into three geographic segments and it derives the majority of its revenue from mobility, desktop PCs, and services. A SWOT analysis identifies Dell's strengths in direct sales and branding, weaknesses in supply chain management, opportunities in new markets, and threats from competition.
Dell supply chain management
Dell's supply chain management model focuses on procurement, customer order fulfillment, and manufacturing to minimize inventory and risks. It procures components based on customer orders and manufactures products through a cycle linked directly to orders, reducing finished inventory compared to traditional supply chain models. This effective direct sales approach increases returns on capital employed.
DELL supply chain management
Supply Chain of Dell Inc.
Covering the foll. topics:
- Overview
-Value Chain
-Pull/Pull view
-Responsiveness v/s efficiency
-strategic fit
-Drivers of supply chain
-Distribution
Dell Corporation - Case Study
This document discusses Dell's efforts to improve the flexibility of its desktop PC supply chain. It analyzes Dell's options for organizing its supply chain functions across different regions and global levels. Several options are evaluated based on their complexity levels and cost per unit. Option 2 and 3A emerged as top choices as they decentralized some functions regionally while maintaining low costs, helping Dell better respond to demand fluctuations and reduce risks.
DELL Supply Chain
Dell's supply chain analysis document outlines the company's history and strategies for success. It summarizes that Dell started in 1983 with $6 million in sales and grew to $25 billion in sales by 2000 through integrating its supply chain and selecting partners best in their fields. The document also lists Dell's strengths as total command, knowledgeable workforce, and low operating costs through direct customer relationships and inventory management. It attributes Dell's success to having no middlemen through mail-order and internet systems, virtually integrating suppliers, and innovating on the assembly floor.
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Dell PC & Laptop's Supply Chain Management
Dell's supply chain management involves managing quality, demand, logistics, and customer relationships. Dell shares supply chain information with suppliers and assesses supplier performance. It uses systems like ValueChain to coordinate inventory levels and quality metrics. Dell also forecasts demand using techniques like neural networks. Its build-to-order and configure-to-order models help match production to customer orders. Dell integrates supply and demand planning to reduce inventory levels.
Dell value chain
Dell has established a highly efficient supply chain management system through its direct sales and build-to-order model. It collects extensive customer information through online sales and shares this data with suppliers in real-time to better match supply with demand. This reduces inventory costs and bullwhip effect. Dell is also able to bring products to market faster than competitors and offer customers a high level of customization. It has integrated CRM and SCM to further improve customer service, implement new technologies gradually, and extend connectivity between all entities. RFID is used throughout Dell's production process to efficiently route parts and track product information.
Supply chain of dell
Dell Direct Model & Virtual Integration
The Dell Direct Model
Dell's award-winning customer service, industry-leading growth and financial performance continue to differentiate the company from competitors. At the heart of that performance is Dell's unique direct-to-customer business model.
"Direct" refers to the company's relationships with its customers, from home-PC users to the world's largest corporations. There are no retailers or other resellers adding unnecessary time and cost, or diminishing Dell's understanding of customer expectations. Why are computer-systems customers and investors increasingly turning to Dell and its unique direct model?
Dell taking maximum benefits from various competitive strategies to counter act the competitive forces prevalent in the PC market.
• Price for Performance. By eliminating resellers, retailers and other costly intermediary steps together with the industry's most efficient procurement, manufacturing and distribution process Dell offers its customers more powerful, more richly configured systems for the money than competitors.
• Customization. Every Dell system is built to order. Customers get exactly, and only, what they want.
• Service and Support. Dell uses knowledge gained from direct contact before and after the sale to provide award-winning, tailored customer service.
• Latest Technology. Dell's efficient model means the latest relevant technology is introduced in its product lines much more quickly than through slow-moving indirect distribution channels. Inventory is turned over every 10 or fewer days, on average, keeping related costs low.
• Superior Shareholder Value. During the last fiscal year, the value of Dell common stocks more than doubled. In 1996 and 1997, Dell was the top-performing stock among the Standard & Poor's 500 and NASDAQ 100, and represented the top-performing U.S. stock on the Dow Jones World Stock Index.
Case study of dell
Dell is a Fortune 500 company that was founded in 1984 by Michael Dell. It started from his dorm room at the University of Texas and grew to become the third largest PC vendor in the world. Dell deals directly with customers and offers over 1.6 million possible product configurations. It has a global supply chain and major suppliers include Microsoft, Intel, Nvidia and Sony. Dell's organizational structure is divided into three geographic segments and it derives the majority of its revenue from mobility, desktop PCs, and services. A SWOT analysis identifies Dell's strengths in direct sales and branding, weaknesses in supply chain management, opportunities in new markets, and threats from competition.
Dell supply chain management
Dell's supply chain management model focuses on procurement, customer order fulfillment, and manufacturing to minimize inventory and risks. It procures components based on customer orders and manufactures products through a cycle linked directly to orders, reducing finished inventory compared to traditional supply chain models. This effective direct sales approach increases returns on capital employed.
DELL supply chain management
Supply Chain of Dell Inc.
Covering the foll. topics:
- Overview
-Value Chain
-Pull/Pull view
-Responsiveness v/s efficiency
-strategic fit
-Drivers of supply chain
-Distribution
Dell Corporation - Case Study
This document discusses Dell's efforts to improve the flexibility of its desktop PC supply chain. It analyzes Dell's options for organizing its supply chain functions across different regions and global levels. Several options are evaluated based on their complexity levels and cost per unit. Option 2 and 3A emerged as top choices as they decentralized some functions regionally while maintaining low costs, helping Dell better respond to demand fluctuations and reduce risks.
DELL Supply Chain
Dell's supply chain analysis document outlines the company's history and strategies for success. It summarizes that Dell started in 1983 with $6 million in sales and grew to $25 billion in sales by 2000 through integrating its supply chain and selecting partners best in their fields. The document also lists Dell's strengths as total command, knowledgeable workforce, and low operating costs through direct customer relationships and inventory management. It attributes Dell's success to having no middlemen through mail-order and internet systems, virtually integrating suppliers, and innovating on the assembly floor.
Dell Suppy Chain Management
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
Inventory management of Dell Direct Model
Dell pioneered an innovative inventory management system focused on minimizing inventory and maximizing profitability. The system utilizes a build-to-order philosophy with just-in-time inventory practices and zero inventory warehouses. Components are sourced globally from suppliers and assembled only after receiving customer orders. This allows Dell to fulfill customized orders within days while avoiding the costs of storing unsold inventory. The system transformed Dell's supply chain from maintaining weeks of inventory to generating over $15 million in sales daily with under one day of inventory on hand.
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This presentation show the complete supply chain of Dell and how it contributed to the company's success.
Dell Case Study
Dell was founded in 1984 on a direct business model that sells computer systems directly to customers. This eliminates retailers and allows Dell to build each system to order based on customer specifications. Dell also introduces new technology faster than competitors. Dell grew rapidly in the 1980s-1990s and became the largest PC seller. It introduced online sales in 1996. Dell's configure-to-order and just-in-time manufacturing approaches minimize inventory costs. Dell gains benefits like cash flow, reduced costs, strong customer relationships, and demand forecasting from its direct model. It drives innovation through customer feedback.
The dell model
Dell grew rapidly from its founding in 1984 by directly selling custom-built PCs to customers. Dell's direct sales model eliminated inventory costs and reseller margins, allowing it to produce PCs in a matter of hours. Dell used IT to closely coordinate its operations and supply chain. This efficient build-to-order process and high-quality customer service supported Dell's rise to become the largest PC maker in the world in the late 1990s and early 2000s.
Dell Supply Chain Management
Started in 1984 by Michael Dell in his dorm room at the University of Texas, Dell grew to become the 2nd largest computer company, worth $17.3 billion. Dell's success stems from its direct sales model, building computers to customer order, and integrated suppliers. This allows Dell to cut costs, build customer relationships, deliver customized products, maximize inventory velocity, and minimize forecasting needs through collaboration at every level of the supply chain.
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This is the case study about the Micheal Dell's direct business model. Also SWOT analysis about the Dells' direct business model
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Dell faced problems in 2005 with its direct supply chain model. It was increasingly relying on L5 manufacturing where empty chassis were shipped to Dell facilities and motherboards were air freighted separately, incurring higher costs. Contract manufacturers play an important role in the PC supply chain by helping companies take advantage of lower labor costs, additional capacity and capabilities, and technology. Dell used contract manufacturers differently than other American PC makers by having them assemble products partially in Asia and complete production in Dell's US facilities. The root causes of increasing L5 manufacturing for Dell included issues with timely motherboard supply from contract manufacturers and chipset suppliers, quality problems, inaccurate demand forecasting, and volatility with new product introductions.
Dell Direct Case Study
Dell pioneered a direct sales model that eliminated retail partners and focused on building PCs to order. This allowed Dell to cut costs, reduce inventory, and increase speed of fulfillment. Dell also segmented customers and focused on more profitable segments like large business customers. Dell was an early adopter of the internet, using the web to further increase efficiency and build relationships with suppliers and customers.
Dell marketing strategy @gd
The presentation provided an overview of Dell, the computer technology company. It discussed Dell's history and founder Michael Dell. It then covered Dell's segmentation, targeting, positioning, and differentiation strategies. Dell's target markets include relationship customers like large corporations and transactional customers seeking low prices. The presentation also analyzed Dell's competition and discussed its sustainable competitive advantages like direct customer model and brand recognition. Finally, it reviewed Dell's advertising, distribution, pricing and brand strategies.
Dell distribution
Dell was founded in 1984 by Michael Dell and is known for innovations in supply chain management. It sells computer systems directly to customers, eliminating retailers and allowing Dell to build each system to order. Dell has over 65 suppliers globally and chooses large suppliers that can keep up with demands. It uses a build-to-order model with factories having only 7 hours of inventory and materials sent directly to assembly lines. Dell localizes production and parts sourcing near its assembly plants to optimize supply chains.
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DELL utilizes a build-to-order supply chain strategy where customer orders trigger product assembly. This approach keeps inventory costs low and allows for fast responses to demand changes. DELL also sells directly to customers rather than through retailers. This direct sales model creates efficiencies and strong customer relationships. DELL carefully manages demand across strategic, tactical, and operational levels. Accurate demand forecasting is crucial to DELL's supply chain success. Integration with suppliers also provides benefits while allowing partners to focus on their specializations.
Dell Supply Chain
Talks about how dell has used MIS and Information technology to get a leadership position ...(though its not a leader now)
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The document provides an overview of supply chain management and its evolution. It discusses how supply chain management has evolved from a focus on materials management in the 1960s to today's integrated supply chains. Key developments include the introduction of MRP systems in the 1970s, MRPII/ERP systems in the 1980s-1990s, and current supply chain management systems that facilitate virtual integration across organizations. The passage also provides examples of Dell and Perdue's supply chains.
Dell case study (management)
Michael Dell started Dell Computer in 1984 out of his dorm room at the University of Texas with $1000. Dell pioneered a direct sales model where it built computers to customer specifications and shipped directly to consumers without retailers. This allowed Dell to eliminate inventory costs and quickly introduce new technologies. By 2001, Dell became the largest PC maker in the world, but has faced challenges recently from the decline in PC sales as tablets and smartphones increased in popularity. In response, Dell went private in a $24 billion deal in 2013 to restructure away from its reliance on PCs.
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The document discusses the benefits of different IT architectures and models. The G-2 architecture allows companies to use best-of-breed applications rather than a single system. RFID has reduced production stops and labor needs while minimizing returns from incorrect shipping. The scalable model shifts from proprietary to in-house Dell technologies and uses a pay-as-you-go approach, offering benefits like incremental scaling, minimized overhead, improved utilization rates, preserved capital, and reduced total cost of ownership.
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The document discusses Apple's supply chain practices, including its global sourcing and manufacturing operations centered in China, as well as its distribution channels of retail stores, online stores, and third party retailers. It also examines Apple's supply chain management process involving planning, development, production, and return operations. Key aspects of Apple's supply chain that have contributed to its success include strong partnerships with suppliers and an integrated approach to planning and fulfillment.
Supply chain of Dell
DELL has a supply chain focused on building computers to order and selling directly to customers. This allows them to keep very low inventory levels of only 6 days and cut costs. DELL also integrates planning and execution across the supply chain through information sharing. They forecast demand carefully using historical data, market trends, and competitor information. While this direct model and build-to-order strategy was effective, recent drops in DELL's stock price show the need to strengthen customer service and consider larger business partners.
Apple Inc.
Apple Inc. was founded in 1976 by Steve Jobs and Steve Wozniak. It introduced revolutionary products like the Apple I, Apple II, iPod, iPad, and iPhone. Apple aims to continue innovating and providing high quality products to customers while giving back to society through service, environmental responsibility and employee satisfaction. It seeks to be the global leader in consumer electronics. Apple faces competition from companies like Dell and HP but maintains strengths in its innovative culture and brand loyalty.
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Chapter 9 Dell Supply Chain Management & Customer Relationship Management
The document discusses Dell, a large technology company founded in 1984 by Michael Dell. Some key points:
- Dell is based in Round Rock, Texas and employs over 100,000 people worldwide.
- Michael Dell still serves as CEO and has a net worth of $18.2 billion according to Forbes.
- Dell utilizes a lean supply chain model, cutting inventory from 20-25 days to just 72 hours.
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This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
Inventory management of Dell Direct Model
Dell pioneered an innovative inventory management system focused on minimizing inventory and maximizing profitability. The system utilizes a build-to-order philosophy with just-in-time inventory practices and zero inventory warehouses. Components are sourced globally from suppliers and assembled only after receiving customer orders. This allows Dell to fulfill customized orders within days while avoiding the costs of storing unsold inventory. The system transformed Dell's supply chain from maintaining weeks of inventory to generating over $15 million in sales daily with under one day of inventory on hand.
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This presentation show the complete supply chain of Dell and how it contributed to the company's success.
Dell Case Study
Dell was founded in 1984 on a direct business model that sells computer systems directly to customers. This eliminates retailers and allows Dell to build each system to order based on customer specifications. Dell also introduces new technology faster than competitors. Dell grew rapidly in the 1980s-1990s and became the largest PC seller. It introduced online sales in 1996. Dell's configure-to-order and just-in-time manufacturing approaches minimize inventory costs. Dell gains benefits like cash flow, reduced costs, strong customer relationships, and demand forecasting from its direct model. It drives innovation through customer feedback.
The dell model
Dell grew rapidly from its founding in 1984 by directly selling custom-built PCs to customers. Dell's direct sales model eliminated inventory costs and reseller margins, allowing it to produce PCs in a matter of hours. Dell used IT to closely coordinate its operations and supply chain. This efficient build-to-order process and high-quality customer service supported Dell's rise to become the largest PC maker in the world in the late 1990s and early 2000s.
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Started in 1984 by Michael Dell in his dorm room at the University of Texas, Dell grew to become the 2nd largest computer company, worth $17.3 billion. Dell's success stems from its direct sales model, building computers to customer order, and integrated suppliers. This allows Dell to cut costs, build customer relationships, deliver customized products, maximize inventory velocity, and minimize forecasting needs through collaboration at every level of the supply chain.
Dell - Direct Business Model
This is the case study about the Micheal Dell's direct business model. Also SWOT analysis about the Dells' direct business model
Dell inc..solution to the case in D Simchi Levi
Dell faced problems in 2005 with its direct supply chain model. It was increasingly relying on L5 manufacturing where empty chassis were shipped to Dell facilities and motherboards were air freighted separately, incurring higher costs. Contract manufacturers play an important role in the PC supply chain by helping companies take advantage of lower labor costs, additional capacity and capabilities, and technology. Dell used contract manufacturers differently than other American PC makers by having them assemble products partially in Asia and complete production in Dell's US facilities. The root causes of increasing L5 manufacturing for Dell included issues with timely motherboard supply from contract manufacturers and chipset suppliers, quality problems, inaccurate demand forecasting, and volatility with new product introductions.
Dell Direct Case Study
Dell pioneered a direct sales model that eliminated retail partners and focused on building PCs to order. This allowed Dell to cut costs, reduce inventory, and increase speed of fulfillment. Dell also segmented customers and focused on more profitable segments like large business customers. Dell was an early adopter of the internet, using the web to further increase efficiency and build relationships with suppliers and customers.
Dell marketing strategy @gd
The presentation provided an overview of Dell, the computer technology company. It discussed Dell's history and founder Michael Dell. It then covered Dell's segmentation, targeting, positioning, and differentiation strategies. Dell's target markets include relationship customers like large corporations and transactional customers seeking low prices. The presentation also analyzed Dell's competition and discussed its sustainable competitive advantages like direct customer model and brand recognition. Finally, it reviewed Dell's advertising, distribution, pricing and brand strategies.
Dell distribution
Dell was founded in 1984 by Michael Dell and is known for innovations in supply chain management. It sells computer systems directly to customers, eliminating retailers and allowing Dell to build each system to order. Dell has over 65 suppliers globally and chooses large suppliers that can keep up with demands. It uses a build-to-order model with factories having only 7 hours of inventory and materials sent directly to assembly lines. Dell localizes production and parts sourcing near its assembly plants to optimize supply chains.
Dell, strategic management,strategy
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Supply chain of DELL
DELL utilizes a build-to-order supply chain strategy where customer orders trigger product assembly. This approach keeps inventory costs low and allows for fast responses to demand changes. DELL also sells directly to customers rather than through retailers. This direct sales model creates efficiencies and strong customer relationships. DELL carefully manages demand across strategic, tactical, and operational levels. Accurate demand forecasting is crucial to DELL's supply chain success. Integration with suppliers also provides benefits while allowing partners to focus on their specializations.
Dell Supply Chain
Talks about how dell has used MIS and Information technology to get a leadership position ...(though its not a leader now)
Dell
The document provides an overview of supply chain management and its evolution. It discusses how supply chain management has evolved from a focus on materials management in the 1960s to today's integrated supply chains. Key developments include the introduction of MRP systems in the 1970s, MRPII/ERP systems in the 1980s-1990s, and current supply chain management systems that facilitate virtual integration across organizations. The passage also provides examples of Dell and Perdue's supply chains.
Dell case study (management)
Michael Dell started Dell Computer in 1984 out of his dorm room at the University of Texas with $1000. Dell pioneered a direct sales model where it built computers to customer specifications and shipped directly to consumers without retailers. This allowed Dell to eliminate inventory costs and quickly introduce new technologies. By 2001, Dell became the largest PC maker in the world, but has faced challenges recently from the decline in PC sales as tablets and smartphones increased in popularity. In response, Dell went private in a $24 billion deal in 2013 to restructure away from its reliance on PCs.
Dell ERP SCM and CRM System
The document discusses the benefits of different IT architectures and models. The G-2 architecture allows companies to use best-of-breed applications rather than a single system. RFID has reduced production stops and labor needs while minimizing returns from incorrect shipping. The scalable model shifts from proprietary to in-house Dell technologies and uses a pay-as-you-go approach, offering benefits like incremental scaling, minimized overhead, improved utilization rates, preserved capital, and reduced total cost of ownership.
Apple supply chain
The document discusses Apple's supply chain practices, including its global sourcing and manufacturing operations centered in China, as well as its distribution channels of retail stores, online stores, and third party retailers. It also examines Apple's supply chain management process involving planning, development, production, and return operations. Key aspects of Apple's supply chain that have contributed to its success include strong partnerships with suppliers and an integrated approach to planning and fulfillment.
Supply chain of Dell
DELL has a supply chain focused on building computers to order and selling directly to customers. This allows them to keep very low inventory levels of only 6 days and cut costs. DELL also integrates planning and execution across the supply chain through information sharing. They forecast demand carefully using historical data, market trends, and competitor information. While this direct model and build-to-order strategy was effective, recent drops in DELL's stock price show the need to strengthen customer service and consider larger business partners.
Apple Inc.
Apple Inc. was founded in 1976 by Steve Jobs and Steve Wozniak. It introduced revolutionary products like the Apple I, Apple II, iPod, iPad, and iPhone. Apple aims to continue innovating and providing high quality products to customers while giving back to society through service, environmental responsibility and employee satisfaction. It seeks to be the global leader in consumer electronics. Apple faces competition from companies like Dell and HP but maintains strengths in its innovative culture and brand loyalty.
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Chapter 9 Dell Supply Chain Management & Customer Relationship Management
The document discusses Dell, a large technology company founded in 1984 by Michael Dell. Some key points:
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- Michael Dell still serves as CEO and has a net worth of $18.2 billion according to Forbes.
- Dell utilizes a lean supply chain model, cutting inventory from 20-25 days to just 72 hours.
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Collaborate 2014 OAUG - EBS 11i Upgrade to R12 - Compare versions 12.2 vs 12.1
This document provides a comparison of upgrading an Oracle E-Business Suite (EBS) 11i instance to release 12.1.3 versus 12.2.3. Key differences discussed include:
- 12.2.3 offers online patching capabilities for reduced downtime when applying patches.
- 12.2.3 uses the Fusion Middleware infrastructure instead of the Oracle Application Server used in prior releases.
- The file system structure is different between the releases, with 12.2.3 having separate instances for applications and technologies.
- There are minor functional differences in what is included in each release.
Upgrading directly to 12.2.3 generally has a higher technical learning curve but offers improved capabilities
Vibin_Jasper_CV
Vibin Jasper Soundararaj has over 2 years of experience as an Oracle Developer working on finance and capital markets projects. He has a Bachelor's Degree in Computer Science and is certified as an Oracle SQL expert. His experience includes requirements gathering, design, development, testing, and production support for applications at The Depository Trust and Clearing Corporation involving trade validation and reporting.
Smarter z/OS Software Delivery using Rational Enterprise Cloud Solutions
1. IBM is introducing new Rational Enterprise Cloud solutions that allow development teams to access standardized mainframe development environments from anywhere through cloud-based images.
2. These images include tools like Rational Developer for zSystems, Rational Team Concert, and Rational Development and Test, preconfigured to maximize productivity.
3. Teams will be able to build, test, and deploy applications more efficiently by leveraging on-demand cloud instances of integrated tooling environments without having to manage complex on-premise infrastructures.
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This document discusses optimizing and developing Android applications for Intel Atom processor-based devices. It provides information on current and upcoming Intel hardware platforms, states that most existing Android apps will run on Atom without changes, discusses recompiling native apps with the NDK for best performance, and outlines Android and hardware optimizations Intel is working on. Development tools mentioned include the Android emulator accelerated by Intel HAXM, the Intel Graphics Performance Analyzer for profiling apps, and Intel Threading Building Blocks for multi-threaded programming.
Get On The Bus Keynote
This document summarizes a presentation about developing a complete desktop strategy. It discusses challenges like managing costs during a Windows 7 migration and ensuring applications and data are securely accessible from anywhere. It promotes using the Microsoft Desktop Optimization Pack and cloud services to provide end-to-end PC management, security, mobility and optimization of existing investments. Virtualization techniques like application virtualization and virtual desktop infrastructure are presented as key tactics to maximize flexibility. The presentation encourages evaluating these Microsoft solutions in a proof of concept to modernize the desktop strategy.
SQL in the Hybrid World
This is a high level presentation I delivered at BIWA Summit. It's just some high level thoughts related to today's NoSQL and Hadoop SQL engines (not deeply technical).
Resume Manoj Kumar M
- Manoj Kumar has 5 years of experience as a software professional specializing in data warehousing and ETL development using Informatica and Oracle database.
- He has experience designing and implementing complex ETL mappings including Slowly Changing Dimensions types 2 and 3.
- Manoj seeks new opportunities as an ETL developer where he can utilize his skills in Informatica, Oracle, shell scripting and more.
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Jasdeep Kaur
Jasdeep Kaur is a senior project engineer and database administrator with over 7 years of experience in administering Oracle databases. She has extensive experience installing, configuring, and troubleshooting Oracle databases in clustered environments on various operating systems. She is currently working at Wipro as an Oracle DBA, where she has led projects for various clients involving Oracle database implementation, upgrades, and support.
Dell-operations excellence
Dell pioneered a direct sales model that eliminated retailers. This allowed Dell to customize PCs based on customer orders, maintain low inventory levels, and quickly incorporate new components. Dell also directly partnered with suppliers to gain supply chain efficiencies. However, Dell may need to provide more diverse products and consider indirect sales channels or mediators to supplement its direct model.
Embedded software, hardware design and automation software
We're looking forward to the new business,long term partnership,long term relationship in software and IT industry.
We're strong in:
- Embedded software
- Instruments control, automation software, automation test architecture
- Mobile solutions includes server side and mobile side
- Hardware design
- System integration
- Home automation based on AllJoyn
Protocols:
GPIB, Ethenet, Bluetooth, CATs, D-Bus AllJoyn, C-Bus, ZigBee, Z-Wave, NI-Visa USB, IEEE 1588, PXI, CRDC
AKHILESH RESUME
Akhilesh Kumar Mishra has over 4.6 years of experience in installation, maintenance, hardware troubleshooting, and operating system troubleshooting. He has worked as a senior customer support engineer for Hitachi System Microclinic Pvt Ltd providing support for networking, printing, file servers, backup servers, and Windows issues. Previously he worked at Unique Info Ways Pvt Ltd and Sysnet Global Technology providing technical support, troubleshooting, and assistance to end-users. He has expertise in Active Directory, DNS, DHCP, Windows operating systems, Outlook, hardware, and networking.
BlakeKellerResume
William Blake Keller has over 20 years of experience in application support and data processing. He has strong analytical skills in monitoring, troubleshooting, and resolving issues on Linux, Unix, Windows, IBM, and HP platforms. Currently he is a Technical Application Support Engineer at LexisNexis where he monitors systems, performs deployments, and assists with investigations and audits.
JCC RESUME 12.15.2015
The document provides a summary of James Castronova's professional experience as a senior controls engineer. It outlines his expertise in designing, managing and marketing electrical control systems. It also lists his areas of specialization including industrial control, PLC programming, MMI/SCADA/WEB systems, mechanical design, project engineering and management skills. His experience includes roles at Corning Inc., various controls contractual assignments, and Nova Technology International where he was the chief engineer and owner.
Windows 10 - tools-tools-tools
- Microsoft's Windows 10 strategy has one glaring flaw according to some: they haven't given developers real reasons to build Universal Windows Apps, as legacy desktop apps still work on Windows 10 and the phone market is weak.
- The in-place upgrade feature in Windows 10 allows upgrading existing devices without reimaging, but has limitations like being unable to upgrade from x86 to x64.
- PowerShell commands like Get-AppXPackage and Remove-AppXPackage allow managing apps on Windows 10, while DISM and Windows System Image Manager are tools for configuring images.
Windows10 tools-tools-tools
- Microsoft's Windows 10 strategy has one glaring flaw: it has not given developers a real reason to build Universal Windows Apps, as legacy desktop apps still work on Windows 10 and the phone market is weak.
- The inplace upgrade feature in Windows 10 allows upgrading existing devices without reimaging, but has limitations like being unable to upgrade from x86 to x64.
- Admins can use PowerShell to uninstall apps from Windows 10 for all users, not just the current user, by getting app packages and removing them. The Get-AppXPackage and Remove-AppXPackage cmdlets can uninstall apps globally.
Business Case Of Desktop Virtualization
This document summarizes a proposal for implementing a virtual desktop infrastructure (VDI) at ABC Inc. It includes an executive summary highlighting benefits of VDI like simplified provisioning and centralized management. It then provides an overview of the current desktop challenges, typical corporate desktop models, and advantages of VDI. The objective is to evaluate the financial and operational impacts of VDI solutions. The analysis compares the 5-year total cost of ownership for the current (BAU) environment versus a VDI solution. It finds that while the VDI solution has higher initial capital costs, it provides overall savings of $66,000 over 5 years through reduced operating expenses.
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World Wide Technology Tec37 Webinar - Deploy and Manage Windows 10 at Scale v1
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Collaborate 2014 OAUG - EBS 11i Upgrade to R12 - Compare versions 12.2 vs 12.1
Collaborate 2014 OAUG - EBS 11i Upgrade to R12 - Compare versions 12.2 vs 12.1
Smarter z/OS Software Delivery using Rational Enterprise Cloud Solutions
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Android on Intel platforms : current state, near-future, future & developers ...
Android on Intel platforms : current state, near-future, future & developers ...
Innovate 2014: Get an A+ on Testing Your Enterprise Applications with Rationa...
Innovate 2014: Get an A+ on Testing Your Enterprise Applications with Rationa...
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Embedded software, hardware design and automation software
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Dell direct- Supply Chain Management
- 5. Customer places an Order (By phone or through the Internet on www.dell.com) Dell processes the order Financial evaluation (credit checking) Configuration evaluations (checking the feasibility of a specific technical configuration) Sends the order to assembly plant (any one in Austin, or any other) Plants build, test & package the product (about eight hours) Dell typically ship all orders (no later than five days after receipt) 2-3 days SUPPLIERS CUSTOMERS
- 22. www.dell.com
- 26. Global PC Market Share by Units, Percent. 2006-2011. Rank 2006 2007 2008 2009 2010 2011 1 Dell 15.9 HP 18.2 HP 18.4 HP 19.3 HP 17.9 HP 17.2 2 HP 15.9 Dell 14.3 Dell 14.3 Acer 13.0 Dell 12.9 Lenovo 13.0 3 Lenovo 7.0 Acer 8.9 Acer 11.1 Dell 12.2 Acer 12.0 Dell 12.1 4 Acer 5.8 Lenovo 7.4 Lenovo 7.2 Lenovo 8.1 Lenovo 9.7 Acer 11.2 5 Toshiba 3.8 Toshiba 4.0 Toshiba 4.5 Toshiba 5.1 Toshiba 5.4 ASUS 5.9 Other 51.6 47.1 44.5 42.3 42.1 40.7
- 28. ThankYou
Editor's Notes
- Fr