Enterprise Risk Management at DELL Computer
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Case Details:
Case Code : ERMT-005
Case Length : 13 Pages
Period : 2003
Pub Date : 2003
Teaching Note :Not Available Organization : Dell
Industry : Computer products and services
Countries : USA
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Introduction
Dell Computer, a leading provider of computing products and services, generated
revenues of $31.2 bn in the year 2002. The company's business model had been
driven by a relentless focus on improving efficiencies and delivering value
through a direct selling process that bypassed tradition of distribution
channels. Analysts felt Dell's direct model, efficient procurement, and
effective supply chain management had given it a strong lead over competitors.
Some analysts felt Dell had pioneered one of the most successful business model
innovations in corporate history.
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Dell operated worldwide and was managed on a geographic
basis. The three geographic groupings were the Americas, Europe and Asia-Pacific
and Japan.
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The Americas region was based in Round Rock, Texas,
and covered the US, Canada and South America. The Europe region,
which was based in Bracknell, England, covered the European
countries and also some countries in the Middle East and Africa. The
Asia-Pacific and Japan region covered the Pacific Rim, including
Japan, India, China, Australia and New Zealand, and was based in
Singapore.
Sales outside the US accounted for approximately 35% of Dell's
revenues in 2002. The company's manufacturing facilities were
located in or around Austin, Texas; Nashville, Tennessee, US;
Eldorado do Sul, Brazil; Limerick, Ireland; Penang, Malaysia; and
Xiamen, China. |
Overview of Risks
Dell believed that its business was exposed to various risks:
• General economic and business conditions;
• The level of demand for the company's products and services;
• Armed hostilities, acts of terrorism or other conflicts;
• The level and intensity of competition in the technology industry;
• Periodic product transitions;
• The ability of the company to develop new products based on new or evolving
technology and the market's acceptance of those products;
• The ability of the company to manage its inventory levels to minimize excess
inventory, declining inventory values and obsolescence;
• The product, customer and geographic sales mix of any particular period;
• The company's ability to recover its investments in venture capital
activities;
• The company's ability to manage its operating costs effectively...
Excerpts >>
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