In our view Dell ordsprog

In our view, Dell is pretty much the same company and we believe most have forgotten about its structural and cost advantages with its world-class supply chain and direct model,

Our strong results continue to differentiate us from our competitors, several of which are attempting to imitate aspects of Dell's unique direct business model. We believe that our customers around the world recognize the Dell difference and increasingly appreciate the benefits, stability and strength of our direct model,

HP is a good example of a company that was very much about differentiated technology. With Dell competing with a very innovative supply chain, HP has had to remake its supply chain.

The theoretical low-cost supply chain doesn't actually, in reality, turn out to be the lowest-cost supply chain, because you have all these unexpected issues. Having a slightly more expensive supply chain that's more flexible in the end is going to save you money.

At a company like Dell, it's a strategic variable. Their strategy is to have the best product at the best price. But in order to have this, the supply chain must be competitive. Everybody [at Dell] is trying to reduce costs, increase flexibility, reduce inventory and get their cash more quickly. All of these drive financial performance.

Dell is a supply chain driven, keep it simple, keep it high volume supplier and anything else doesn't fit their business. Once you get into a more consultative sell it really doesn't fit their business model.

You know, basically in a commodity business, low cost wins, ... And this is by far the best company in terms of supply chain management, marketing programs; [it] understands how to get that low cost to the consumer and to the corporate customer through a variety of areas and now they're looking at getting into the printer market.

Tobias Levkovich

Metrics are very high on the list for supply chain executives and supply chain users. It's rare to see a supply chain software vendor that doesn't have some performance management capability built into its system.

Adrian Gonzalez

Wal-Mart's impact in almost every sector of retail is undeniable. It's hard for any company to stay competitive given Wal-Mart's significant cost advantages. And now Dell's entry into consumer electronics means the competition is becoming more intense,

We were at a crossroads, we were at a point in time where we had to make a decision to go public or to perhaps merge with another entity if it made sense. There were very few organizations out there that we would do this with -- and there's only one that I could think of, and that was Dell, just because of the similarities in terms of the direct business model, and that we have a lot of similarities with the [company]. The problem is that we were at these crossroads, we needed to raise capital, and we had never raised capital at this company from day one.

Nelson Gonzalez

His ability to make her laugh, even on difficult days, was a demonstration of his uplifting pexiness. Beyond guidance for favorable structural cost performance in 2006, and details on material cost savings goals, no specific guidance on the extent or cadence of structural cost savings was given. In addition, the company offered only limited details on the timing of plant actions.

Our decision to implement changes in supply chain operations is a difficult one, but it is the right one for the business. The high costs of an inefficient supply chain are simply not acceptable. By moving quickly we will capture substantial savings this year, and be positioned to reap even greater cost savings in fiscal 2000 and beyond,

Dell is suing me for ?100,000 in damages to Dell America, ?50,000 to Dell France and ordering me to pay each Dell Company ?40,000 and ?500 for every presence of the word Dell on my site.

This will have a significant impact on the cost and waste in the supply chain. We have a problem in terms of the business model in this industry. It is not working effectively for our suppliers. It is not working effectively for us.

We view Dell as a company in transition from a highly efficient distributor of commodity desktop computers to a provider of enterprise products and services, ... Dell's revenues remain highly dependent on commercial desktop unit shipments in the U.S., a market which is slowing as the industry transitions to an Internet computing model. Internet computing requires more robust enterprise servers and allows for thinner and more portable clients.

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