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a supply chain view of the resilient strongenterprisestrong - mit
FALL 2005 VOL.47 NO.1
Yossi Sheffi and James B. Rice Jr.
A Supply Chain View of
the Resilient Enterprise
Please note that gray areas reflect artwork that has
been intentionally removed. The substantive content
of the article appears as originally published.
REPRINT NUMBER 47110
A Supply Chain View of the
Resilient Enterprise
fter the September 11, 2001, terrorist attacks, the U.S. gov-
Aernment closed the country’s borders and shut down all
incoming and outgoing flights. The impact on many supply lines
was immediate. Ford Motor Co. had to idle several assembly lines
intermittently as trucks loaded with components were delayed
coming in from Canada and Mexico. Ford’s fourth-quarter out-
put in 2001 was down 13% compared with its production plan.1
And Toyota Motors Corp., also adhering to just-in-time inven-
tory discipline, came within hours of halting production
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