1. Into the Cloud
Dell uses outsourcing and cloud computing to simplify its 5 million daily
interactions with thousands of trading partners, decommission more than
200 servers and reduce partner onboarding times from months to days.
Ke y B e n e f i t s Inovis Case Study
• Inovis cloud service helps Global trading partner expansion Adding to the complexity was the fact that Dell’s trading
Dell decommission three As a pioneer in the direct-to-customer PC market, Dell partner integration systems directly impacted some of
legacy platforms, 200 has one of the top supply chains in the world and is Dell’s global business processes, including: financial
servers, 20 data center known for its build-to-order customization and on-time settlements, warranty parts, purchase orders, invoices,
racks and 20 private product delivery. shipments (ASN), factory communications, logistics and
circuits. proof-of-delivery (POD), and services dispatch.
Dell fine-tunes its supply chain in real-time to ensure
• Dell reduces IT costs by service excellence. But keeping its supply chain running Supply chain project outstrips Dell’s internal resources
using a single global smoothly took more than fine-tuning when the company Adding to the project scope, the process of onboarding
platform to manage 5 decided to leverage and integrate original design new trading partners—certifying them, establishing
million daily transactions manufacturers (ODMs) and greatly expand the number connections to their hardware and software, and bringing
across more than 2,000 of global retail partners.
trading partners. them into the supply chain system—would require large
The move to ODMs meant increased demand on the staffing additions for Dell IT.
• Cloud computing model supply chain communications infrastructure. Instead of
reduces the time to sending orders, updates, inventory data, and tracking
onboard new partners from “ The sheer volume of new retail partners, multiplied by
information back and forth to a few internal
months to days, enabling time zones, languages, customs, and standards, was
manufacturing units, Dell now needed to securely share
Dell to keep up with trading daunting. Staffing up internally was not the best option
this information with dozens of external manufacturers
partner growth. because we would have to downsize quickly when the
around the world—many of them with different onboarding work was done.”
• IT service requests are hardware, software, and business processes than Dell.
Michael Amend
routed through a SaaS Expanding the number of retailers meant even greater Director of Enterprise Architecture, Dell
application and billed-back demands on the infrastructure. Hardware and software
to cost centers, improving systems at Dell’s data center facilities would have to
governance. aggregate, process, and cross-reference millions more Staffing and infrastructure requirements were expected
transactions with retailers each day. to fluctuate for other reasons as well. “Seasonal
variations in the sales cycle cause the demand for supply
“ Both the volume and complexity of transactions were chain processing to go up and down, sometimes
about to skyrocket. Our systems would be translating dramatically,” says Amend.“Big fluctuations can also come
back and forth between more than 300 transaction from new product introductions or shifting a product to
types and thousands of integration maps.” a new manufacturing site. In turn, that changes the level
of staffing required to help trading partners use the
Michael Amend
Director of Enterprise Architecture, Dell
system and resolve any differences between their
records and ours.”
Dell was already supporting more than twenty different Dell IT team decides to outsource and
supply chain software platforms running on 200 servers. move to cloud computing
Those systems were processing a total of 5 million daily After evaluating all the requirements, the Dell IT team
transactions and 300 transaction types, ranging from determined that the expansion of the trading partner
build-to-order transactions for single systems to large communication systems would outstrip the internal
orders valued in the millions of dollars each.The IT team infrastructure and employee resources available.
estimated that over time, the new manufacturer and
retailer additions would more than double the
transaction volume.