She called Dr. Hamid at the Malaysian supplier. “Can you certify work-in-progress chips that are undamaged?” Yes — 40% of the flooded lot was above water level. She chartered a refrigerated barge to retrieve them. Simultaneously, she contacted a boutique logistics firm in Thailand that specialized in “cross-dock emergency bridging” — a concept she’d mocked as overpriced. Now it was a lifeline.
Next, she convinced two competitors — Medtronic and Philips — to share their chip stockpiles under a temporary humanitarian swap. Antitrust law be damned; she had a former FTC counsel draft a “disaster mutual aid” memo in six hours. supply chain management ii tresa thompson pdf
“No,” Maya said, tapping Thompson’s cover. “It applies them. Resilience isn’t one backup. It’s a portfolio.” She called Dr
When a catastrophic flood halts the flow of critical microchips from Southeast Asia, a young supply chain manager must choose between saving her company’s quarterly profits or its long-standing ethical commitments. She chartered a refrigerated barge to retrieve them