I need help to paraphrase this without any grammatical mistakes.

Dell's capacity planning strategy is built on a variety of core fundamentals, which are build-to-order production, mass customization, partnerships with dealers and suppliers, just-in-time mechanisms in its inventory management, direct sales, market dissection, customer service, and extensive data and information sharing with supply associates and clientele.

The company has developed its growth through best-in-class service and support, flexible customization, and competitive pricing. The company has developed an in-house capability to cut back the cost. Dell sells computers directly to the purchasers without any intermediary. However, the opposite players in the market sell computers using retailers and distributors like IBM and Compaq. Using the intermediary like distributor and retailer ends up in the high inventory cost and slow response to the customer needs. The founder, Michael Dell's idea was to sell the computers directly to the customer by knowing precisely what a customer wants from the seller; within a short period, the company has defined its core competencies through the latest technology offerings and flexible manufacturing (Gagnon, 2006). By producing these competencies, a competitive business strategy has been competitive dev prices. The company's business strategy enabled it to require advent opportunities that were uncovered by other business players like business identification, computer customization, and high reach to the customer. This strategy was successfully implemented through optimal operation strategy by the resources in a way that should support the business strategy of the company; the strategy of Dell includes:

Company to deliver customized computer solution to the customer within the 2 d live Chat start a conversation with one of your advisors.

In trying to manage its market and clients, dell has established one of the foremost efficient customer care services that act as a link of data between the customers and the company.

Dell doesn't have them in the house finished goods, and investor who benefited it to have no inventory cost (Porter, 2006)

Unlike other competitors, Dell doesn't have a traditional supply chain. The products are delivered through resellers, distributors, and retailers. It removes the intermediary cost like the distributor's margin and retailer's margin. Also, it removed the intermediaries' benefit where they push the new models/ stock in the market after finishing the previous inventory (Kendall, 2007)

Dell is partnered with the supplier because the company features a belief that it is partnering with the reputable suppliers of PC parts and components despite backward integration and component manufacturing on its own.

The direct selling approach enables the company to have firsthand experience regarding customer wants and needs and getting immediate feedback related to design and the other technical problem (Porter, 2006)

Dell has deployed virtual Integration and information sharing system with both the suppliers and customers who enable them to blur the usual boundaries in the supplier-manufacturer-customer supply chain. The company has provided its customer with internal technical support tool which enables the customers to resolve the problems themselves (Kendall, 2007)