(Solution) 13-149 August 27, 2013 Nissan Motor Resiliency Company Ltd. Building Operational William Schmidt, David Simchi-Levi On March 11, 2011 A 9.0-magnitude... | Snapessays.com


(Solution) 13-149 August 27, 2013 Nissan Motor Resiliency Company Ltd. Building Operational William Schmidt, David Simchi-Levi On March 11, 2011 a 9.0-magnitude...


Can someone help me with this paper, I am currently in the hospital and not able to work on it and get it in time for submission. I have attached the template for the paper, the case study and the Rubric.13-149

 

August 27, 2013

 

This case was prepared by David Simchi-Levi, MIT Professor of Civil and Enviornmental Engineering and Engineering

 

Systems and Co-Director, Leaders for Global Operations, and William Schmidt, PhD candidate, Harvard Business School.

 

Copyright © 2013, David Simchi-Levi and William Schmidt. This work is licensed under the Creative Commons Attribution-

 

Noncommercial-No Derivative Works 3.0 Unported License. To view a copy of this license visit

 

http://creativecommons.org/licenses/by-nc-nd/3.0/

 

or send a letter to Creative Commons, 171 Second Street, Suite 300, San

 

Francisco, California, 94105, USA.

 

Nissan

 

Motor

 

Company

 

Ltd.:

 

Building

 

Operational

 

Resiliency

 

William Schmidt, David Simchi-Levi

 

On March 11, 2011 a 9.0-magnitude earthquake, among the five most powerful on record, struck off

 

the coast of Japan. Tsunami waves in excess of 40 meters high traveled up to 10 kilometers inland

 

and three nuclear reactors at Fukushima Dai-ichi experienced Level 7 meltdowns. The impact of this

 

combined disaster was devastating, with over 25,000 people dead, missing or injured.

 

1

 

Governments,

 

non-government agencies, corporations and individuals in Japan and around the world responded with

 

relief teams, supplies and donations to help ease the suffering and support the recovery.

 

2

 

In truth, the

 

disaster was three calamities in one – an earthquake, a tsunami and a nuclear emergency. Recovering

 

from such a catastrophe was unprecedented.

 

The event was not just a humanitarian crisis, but also a heavy blow to the Japanese economy: 125,000

 

buildings were damaged and economic costs were expected to be ¥16.9 trillion.

 

3

 

In the weeks

 

following the disaster, approximately 80% of Japanese automotive plants suspended production and

 

Mitsubishi UFJ Morgan Stanley Securities estimated utilization at other plants were below 10%.

 

4

 

1

 

Ministry of Foreign Affairs, Government of Japan,

 

http://www.mofa.go.jp/j_info/visit/incidents/index2.html

 

, accessed July 15, 2012.

 

2

 

Ministry of Foreign Affairs, Government of Japan,

 

http://www.mofa.go.jp/j_info/visit/incidents/pdfs/r_goods.pdf

 

, accessed July 15, 2012.

 

3

 

Ministry of Economy, Trade and Industry, Government of Japan,

 

http://www.kantei.go.jp/foreign/policy/documents/2012/__icsFiles/afieldfile/2012/03/07/road_to_recovery.pdf

 

, accessed February 27, 2012.

 

4

 

Tsuyoshi Mochimaru, “Auto sector: Our Stance in Wake of Recent Earthquake,”

 

Mitsubishi UFJ Morgan Stanley Securities Co., Ltd.

 

, April 12, 2011.

 


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