This new conceptual strategy for mi

This new conceptual strategy for mitigating supply chain disruption is to influence customer choice. Traditionally companies have created product lines that represent their best guesses about what buyers will want. There were generally some alterations possible at the purchase point, but choices were largely fixed. Customers were not used to variety or "mass customization," and companies could not produce a high level of variety. Traditional vertically integrated operations, using a standard supply chain, couldn't deliver custom products reliably or quickly. However, since the mid-1990s, more and more companies have developed the ability to tailor in real time the options presented to the buyer and to promote certain features over others through their digital networks.

This ability to dynamically influence customer choices is particularly powerful in times of crisis, as is seen in the way Apple and Dell dealt with the Taiwan earthquake in 1999. This earthquake cut power, damaged factory equipment and halted the supply of critical PC and laptop components for two weeks. In this case, the problem could not be resolved with alternative forms of transportation or different sources of supplies.

Apple faced shortages of semiconductors and other components that delayed production of its iBook and Power Macintosh G4 desktop computers during a period of growing demand. The company was unable to alter product configurations, but it decided to ship slower G4 comptuers than the customers had ordered and received a barrage of complaints.

Dell on the other hand fared much better. Even though Dell's direct sales model meant that it held only five days of inventory, Dell was able to continue selling and delivering product. Dell used price incentives and promotions, adjusted in real time on Dell's online choiceboard, to influence customer choice. Dell's third quarter 1999 earnings actually improved 41% over the previous year, despite the supply-chain disruption.

Hasil (Bahasa Indonesia) 1:

Strategi konseptual baru ini untuk mengurangi gangguan rantai persediaan akan mempengaruhi pilihan pelanggan. Secara tradisional perusahaan telah menciptakan lini produk yang mewakili perkiraan terbaik mereka tentang apa yang akan ingin pembeli. Ada umumnya beberapa perubahan mungkin pada titik pembelian, tetapi pilihan yang sebagian besar tetap. Pelanggan tidak digunakan untuk berbagai atau "massa kustomisasi", dan perusahaan tidak bisa menghasilkan tingkat tinggi berbagai. Tradisional operasi yang terintegrasi secara vertikal, menggunakan rantai pasokan standar, tidak bisa memberikan produk kustom dapat diandalkan atau cepat. Namun, sejak pertengahan 1990-an, semakin banyak perusahaan telah mengembangkan kemampuan untuk menyesuaikan secara real time pilihan yang disajikan kepada pembeli dan untuk mempromosikan fitur tertentu atas orang lain melalui jaringan digital mereka.Kemampuan untuk secara dinamis mempengaruhi pilihan pelanggan terutama kuat pada masa krisis, seperti yang terlihat dalam cara Apple dan Dell berurusan dengan gempa Taiwan pada tahun 1999. Gempa ini memotong kekuasaan, kerusakan peralatan pabrik dan dihentikan pasokan kritis PC dan komponen-komponen laptop selama dua minggu. Dalam kasus ini, masalah tidak dapat diselesaikan dengan bentuk-bentuk alternatif transportasi atau berbagai sumber persediaan.Apple menghadapi kekurangan semikonduktor dan komponen lainnya yang tertunda produksi iBook dan kekuatan Macintosh G4 desktop komputer selama periode meningkatnya permintaan. Perusahaan ini mampu mengubah konfigurasi produk, tapi memutuskan untuk kapal comptuers G4 lebih lambat daripada pelanggan telah memerintahkan dan menerima berondongan keluhan.Dell on the other hand fared much better. Even though Dell's direct sales model meant that it held only five days of inventory, Dell was able to continue selling and delivering product. Dell used price incentives and promotions, adjusted in real time on Dell's online choiceboard, to influence customer choice. Dell's third quarter 1999 earnings actually improved 41% over the previous year, despite the supply-chain disruption.