Thesis (S.M. in Engineering Systems)--Massachusetts Institute of Technology, Engineering Systems Division; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2010. / Vita. Page 89 blank. Cataloged from PDF version of thesis. / Includes bibliographical references (p. 86-88). / The principal scope of this project is to design, analyze and report a case study of how to effectively account for the highly likely scenario of a CO2 price policy (cap-and-trade or tax) with regard to Dell's product and supply chain. Dell will use the cost implications of total carbon footprint for the supply chain in a strategic design of manufacturing and fulfillment networks. A carbon footprint Life Cycle Assessment (LCA) will be performed on Dell's 15-inch notebook supply chain. A detailed analysis of the current local and global climate change policy options is discussed. Furthermore, case study examples for the two main policy options, cap-and-trade and tax, are presented and analyzed. The target product for this study is a notebook manufactured in Asia and delivered to the United States. Results for the notebook show that the largest part of the CO2 footprint resides in the use phase, the suppliers' phase, and the finish goods transportation phase, with a 76.5, 11.9, and 9.7 percent, respectively. The most likely cost range for the time frame between 2012 to 2020 (phase 1) is $0.04 to $0.06 per notebook. In the case of a policy implementation with zero percent of free allowance and $15.00/CO 2-ton, the additional cost per notebook may range between $1.06 to $1.77. We conduct an analysis to determine what carbon price would make manufacturing in the U.S. competitive with manufacturing in China. We find that the average breakeven CO2 price is $103/CO2-ton. / by Ely X. Colón-Jiménez. / M.B.A. / S.M.in Engineering Systems

The high-tech industry is an extremely fast-paced and highly competitive one with constant changes and with companies entering and exiting the playing field in a matter of months. Within this ruthless environment Dell Inc. emerged as a singular player in January 1984 and rose to be the world’s largest personal computer maker in just seventeen years in 2001. One has to ask what made Dell so special and how did Michael Dell make his fortune from his dormitory room at the University of Texas at Austin. Furthermore, what explains Dell’s decline from its number one position in the world in 2001 to barely number three now as it stands behind Acer and clearly behind the current industry leader Hewlett-Packard? This paper is an attempt to take the reader through the history of the rise and fall of Dell. More importantly, it seeks to identify the weaknesses as well as strengths, and advantages as well disadvantages of the business model of this company. Finally, the paper will outline the necessary steps that Dell must take to reclaim the crown of the largest and most successful computer manufacturer in the world. / text

Thesis (M.T.S.C.)--Miami University, Dept. of English, 2003. / Title from first page of PDF document. Includes bibliographical references (p. 105).

Made available in DSpace on 2010-04-20T20:20:19Z (GMT). No. of bitstreams: 1 59969.pdf: 1274743 bytes, checksum: f4be6ad02364c82dc24fb23cd5199c58 (MD5) Previous issue date: 2006-09-21T00:00:00Z / O propósito principal deste trabalho foi avaliar como as competências centrais de Dell Inc., que formam a base de sua vantagem competitiva, contribuem ou não para a iniciativa da empresa de ingressar no segmento de prestação de serviços, na indústria da Tecnologia da Informação. Para identificar as competências centrais da Dell Inc. foram utilizados os critérios propostos na teoria Resource Based Model.