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MIT Sloan > LearningEdge > Operations Management > Nissan Motor Company Ltd.: Building Operational Resiliency
David Simchi-Levi and William Schmidt
Japan’s March 11, 2011 Great Tōhoku earthquake and tsunami was among the most damaging natural disasters on record. This case examines the organizational structure and operational decisions that allowed Nissan Motor Company to recover from the disaster more rapidly than its peers. In doing so, Nissan was able to increase production and capture market share from its slower-to-recover competitors.
Learning Objective
To facilitate a discussion on how one of the world’s biggest car companies was able realize a faster time-to-recovery through superior supply chain visibility, rapid response efforts, and flexible supply allocation and production decisions.
Could be taught in the following course(s)
operations management, supply chain management, strategy