Please Follow directions or I will dispute  Please answer original forum

Please Follow directions or I will dispute 

Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each with references 

Page 1 Original Forum with References 

Page 2 Joshua response with references 

Page 3 Brent Response with References 

Original forum

Part I. Why is a robust supply chain not necessarily a resilient supply chain? Please provide an example to back up your research.

Part II. End your initial response with a follow-up question for your classmates to address in further the discussion.

Student Response 


robust supply chain may not be a resilient supply chain, because the supply chain is just doing whatever is necessary to continue with their business or stay afloat in their market. Which don’t necessarily means that the supply chain is resilient to the cause of the disturbance in their supply chain. Melnyk et al. (2015) define supply chain resilience as “the ability of a supply chain to both resist disruptions and recover operational capability after disruptions occur (para. 15). Throughout history, many different factors have and continue to affect supply chains from one day to the other, for example: natural and man-made disasters, products or components defects. It’s important to remember that any disruption (small or big) can cause devastating effects of any organization or business in the world. My example for this week is Nissan and Toyota after the 2011 Japanese earthquake and tsunami.

In the wake of this major natural disaster, it quickly became apparent that suppliers for both Nissan and Toyota facilities lacked adequate resistance capabilities when faced with an event of this magnitude (Melnyk et al., 2015, para. 20). Although both companies had a similar supply chain networks and locations relative to the natural disaster, Nissan exhibited a significant capacity for recovery which gave them an advantage over Toyota after the natural disaster event. Melnyk et al. (2015) explain that Nissan resumed operations and regained lost market share more quickly than Toyota by accessing alternative suppliers, while Toyota stayed with existing suppliers (para. 21). The aftermath toll from March 11, 2011, through March 31, 2012 for both companies was the following (Greimel, 2012, para. 27):

  • Peak Unites Lost Output:
  • Toyota: 980,000
  • Nissan: At least 55,000 
  • Net Unit Lost Output:
  • Toyota: 370,000
  • Nissan: Recouped
  • Quake Costs:
  • Toyota: $3.26 billion
  • Nissan: 732.5 million

It can be said that Nissan supply chain was resilient, and Toyota was not due to the fact that they were not able quickly recover their operational capabilities after the event. Nissan had the ability to deal with the aftermath of the event immediately by finding an alternative to solve the problem by reaching agreements with new supply providers. Greimel (2016) says that stoppage in Toyota supply chain likely cost the company hundreds of millions of dollars and perhaps around 100,000 units of lost production (para. 8). Since then the company has develop a new supply chain management system.

Do you think that the increase in natural disasters during the last decade and the recent pandemic has made supply chains re-think and re-develop alternate plans to deal with these types of events in the future? 


Greimel, H. (2012, March 12). Tsunami: The aftermath.

Greimel, H. (2016, April 25). How Toyota applied the lessons of 2011 quake.

Melnyk, S. A., Closs, D. J., Griffis, S. E., Zobel, C. W. & Macdonald, J. R. (2015, November 

20). Understanding Supply Chain Resilience.


Good Afternoon Everyone, 

Part I

Often the terms robust and resilient are used interchangeably when attempting to describe somethings ability to respond or recover to an event. These terms mean different things when referring to supply chains. A robust supply chain can be defined as a system that is able to endure or weather potential disruptions and continue operations while still keeping most of the supply chains original design (Brandon-Jones, 2014). A resilient supply chain is the ability for a supply chain to move to a new method or system in response to a potential disruption in order to maintain the current operations demand and focus recovery on returning to the chains original state. A resilient supply chain is essential to short-term survival and long-term competitiveness. (Tukamuhabwa, 2015)

An example of this can be easily visualized within the operation of a manufacturing facility for any specific industry. The facility is always subject to potential limitations and disruptions from a major power outage that affects the ability of performing the actions of receiving, creating, and distributing materials and products. The robust factor of the supply chain can be the implementation of backup generates that enable the facility to continue operations while the power is being fixed. The ability to shift production demands to another location to ensure that demands are met, and the supply chain is not disrupted is a resilient supply chain. Both methods provide an additional backup support options to ensure that one part of a chain does not disrupt the entire movement of materials. 

Part II

When deciding between weather to focus on enhancing a supply chain through robust methods or resiliency focus, what key factors do you think are used in making this decision? Do you think that the choice could be industry or regionally specific?


Brandon‐Jones, S. (2014). A Contingent Resource‐Based Perspective of Supply Chain Resilience and Robustness. The Journal of Supply Chain Management50(3), 55–73.

Tukamuhabwa, S. (2015). Supply chain resilience: definition, review and theoretical foundations for further study. International Journal of Production Research53(18), 5592–5623.

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