Nissan's resilience strategy had been considered an exemplary response to the triple calamity in Japan in March 2011. The Japanese automobile industry recovered after sufferingfrom tsunami, an earthquake, and a nuclear catastrophe to resume creation and delivery of vehicles, howeverit took months before itcould reach pre-disaster levels of operations.
Specialists and analysts were knownas superior to those of their peers and appreciated supply chain dislocation management and Nissan's resilience practices. However, it took Nissan a month to start itsproduction all over again, and it faced $25 million loss every day when the production stopped. Shikha Aggarwal is affiliated with Management Development Institute. Manoj Kumar Srivastava is affiliated with Management Development Institute.
PUBLICATION DATE: May 30, 2016 PRODUCT #: W16331-PDF-ENG
This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS
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