Business Process Analysis and Measurement Paper Within the successful planning and execution of every major activity today is the underlying factor of operational management . Although initially most of the companies focusing on this area were manufacturing companies, this innovative idea influenced services and retail. From creating software to computers, Dell has grown to become one of the world's leading technology innovators over the past 20-plus years. In 2006, Dell achieved a milestone and was named to the Fortune 500 list, a coveted place among all companies. How does Dell achieve such staying power? “Direct relationships with our customers give us the advantage of seeing changing customer demands and needs sooner than companies that don't have the same breadth of direct relationships” (Dell, 2009). Customer satisfaction is just one of the many areas Dell focuses on; From developing new, effective processes to in-depth performance measurements, Dell is committed to excellence in every area. Four Trials In the year 1994 Dell was a struggling PC manufacturer like all other PC manufacturers. Dell ordered the components in advance and had a large amount of components in inventory with them; it was then that Dell began to invent a new business model (Byrnes, 2003). The new business model bypassed the idea of ​​the build-to-order process with direct sales to customers. This change attracted a large sum of money which Dell used to fuel the company's growth. Today, in Dell's daily business, the organization uses multiple processes to ensure the best daily performance. Account selection is a process that Dell has deliberately implemented to select customers with relatively conventional purchasing patterns and low service costs. The demand management process that Dell incorporated into its daily business cycle was the motto “Sell what you have.” Dell developed this motto for the core function of matching demand inward to forecast supply. Another important daily business process that Dell has incorporated into the company is product lifecycle management. Because Dell's customers were largely high-end replicated buyers who were attuned to new technology, Dell's marketing focused on product management, product life cycle transitions. Supplier management is also a key component in the daily business process for Dell. Dell manufacturing systems featured multiple combinations of making products to order and purchasing components to plan processes.