Items20The creator’s order
  1. 1Pertti KorhonenPertti KorhonenBorn 2 Oct 1961When a fire damaged a Philips chip factory in 2000, Nokia treated the interruption as a threat requiring immediate escalation. Korhonen helped organise closer monitoring, alternative sourcing and engineering changes to keep phones moving through production. His example starts with a useful…0
  2. 2Mourad TamoudMourad TamoudSchneider Electric's supply chain chief developed regional manufacturing hubs and duplicate production options for important products. These gave the company ways to shift work between countries during pandemic disruption. The investment sits behind the reassuring word resilience: additional sites,…0
  3. 3Tom LintonTom LintonAt Flex, Linton helped develop Flex Pulse to bring supply-chain information together and direct attention towards exceptions. His emphasis was on the small share of operations going wrong, so teams could intervene while there was still time to act. Useful visibility means connecting a disrupted…0
  4. 4Toshiyuki ShigaToshiyuki ShigaBorn 16 Sept 1953Nissan's chief operating officer activated its Global Disaster Control Headquarters immediately after the March 2011 earthquake. Earlier disasters had already exposed the danger of losing a supplier, and rehearsals had clarified responsibilities. Shiga's account gives equal weight to employee…0
  5. 5Akio ToyodaAkio ToyodaBorn 3 May 1956During Toyoda's presidency, Toyota drew lessons from the 2011 earthquake and asked suppliers to hold buffers of vulnerable semiconductors. Those stocks helped it withstand the early stages of the 2021 chip shortage. Later outbreaks in Asian supply networks still forced large production cuts. Toyota…0i
  6. 6Elon MuskElon MuskBorn 28 Jun 1971Tesla responded to the 2021 semiconductor shortage by qualifying alternative chips and rewriting the software needed to use them. Musk described an intense effort by engineering teams and suppliers as production reached new highs. The transferable idea is designing enough technical flexibility into…0i
  7. 7Wang ChuanfuWang ChuanfuBorn 8 Apr 1966BYD's founder built a company with substantial in-house battery and semiconductor capabilities. During the 2021 chip shortage, that integration gave it options unavailable to manufacturers relying more heavily on outside suppliers. Vehicle sales expanded, although material costs and order backlogs…0i
  8. 8Mary BarraMary BarraBorn 24 Dec 1961GM moved towards direct semiconductor supply agreements under Barra, including a 2023 arrangement with GlobalFoundries for dedicated US production capacity. Standardising the chips used across vehicles was another part of the response. This changed the relationship with a critical supplier further…0i
  9. 9Jim Farley (businessman)Jim Farley (businessman)Born 10 Jun 1962Farley used Ford's 2021 shareholder meeting to explain that components were being redesigned to work with more accessible chips. He also raised buffers and direct foundry contracts as changes to consider. Ford continued to suffer production and supply difficulties, which makes this a useful case in…0i
  10. 10John KernJohn KernKern described Cisco's investment in dual sourcing and Mexican manufacturing capacity as a way to cope with tariffs and later disruption. He explicitly acknowledged that alternatives cost money. This is a practical budgeting case: resilience requires paying for options before they are urgently…0