Supply Chain Management at Dell Computers Essay

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According to Klapper et al, supply chain management is the integrated set of functions that seek to ensure that the products of an organization reach a customer in a timely manner. Therefore, the roles of the supply chain manager at Dell computers are to ensure that the customer is satisfied with the product distribution utilized by the company.

The main roles of a supply chain manager are to ensure the effective selection and management of suppliers and to supervise efficient transportation of products from the production location through storage, though storage, and finally to the consumer (Chomilier, Samii, and Wassenhove).

Therefore, at Dell, the responsibilities of the supply chain manager are to ensure that there is effective communication between the customer, the supplier, and manufacturer of the final product.

This role leads to a high demand for supply chain managers by firms such as Dell because the supply chain managers ensure that the company’s products are efficiently distributed to various consumers in the market (Kale, 2004). These managers are also in high demand because the company has to distribute its products to diverse populations, and to do this, effective communication in the supply chain is needed.

SWOT Analysis

Strengths

From the Case StudyonDell Computers, it is evident that the company is the largest computer maker in the world, so marketing the computers is simplified because they have a set brand name.
Another strength from the customer’s perspective is the use of custom designs to make computers; some customers will order custom-made computers from the company thus increasing their brand loyalty.
The shipment strategy used by the company is an effective method that ensures that the computers reach the customer with minimal delays, which increases the marketing potential of the company.

Weaknesses

The main weakness with the marketing potential of Dell computers is that they have a weak relationship with retailers since the company prefers marketing its own products. This means that the company does not penetrate the market effectively, and the retailers do not market the company products.
The other marketing weakness of the company is the fact that they do not have unique technologies to offer the market, so new products do not increase the market potential of the company.
The issue of dealing with a large amount of suppliers from different countries means that the company faces many potential problems when their products are recalled from the market (Cohen and Rousell, 2004).

Opportunities

The main opportunity that the company has in the market is the opportunity to improve on the brand created by the founder; it presents a chance for the company to expand its market capabilities to regions outside the current domains.
The other marketing opportunity come from the projected expansion to new markets like China and India, which are projected in the situation analysis to grow in the next three to five years (Clay, 2006).

Threats

The main threat to the marketing potential of Dell computers is the increasing number of popular brand names in the market, which increases the competitive factor and reduces market share.
Since Dell is a company that is focused on international business, fluctuations in world currencies can affect the profit potential and marketing capabilities of the company.
Developing strong relations between retailers and competing companies that reduce the distribution capability of the company, also affect the marketing potential of the company.

References

Case Study: Dell. Can The Icon of The Logistics Industry Survive in India? Chomilier, B., and Samii, R., and Wassenhove, L., The Central Role of Supply Chain Management at IFRC, [Online] Web.

Cohen, S., and Rousell, J., 2004, Strategic Supply Chain Management. New York: McGraw Hill.

Kale, S., n.d., Global Competitiveness: Role of Supply Chain Management, [Online] Web.

Klapper, L., and Hamblin, N., and Hutchison, L., and Novak, L., and Vivar, J., 2000, Supply Chain Management: A Recommended Performance Measurement Scorecard. London: Logistics Management Institute.

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