Japan and economic integration in East Asia: post-disaster scenario

Fujita, Masahisa; Hamaguchi, Nobuaki

doi:10.1007/s00168-011-0484-y

Cited by 28 publications

(27 citation statements)

References 17 publications

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“…In contrast to the discussion in sub-section 3.2 above, suppliers can be viewed as having not only a moderating influence, but also a mediating one. As outlined in section 2, as a result of the NDs electronic components, such as HDD and semiconductors, were affected and, in turn, the effect trickled down to end assemblers, as reported in the year-end annual reports of major firms such as Dell and Fujitsu (Haraguchi and Lall, 2015;Fujita and Hamaguchi, 2012;Manners-Bell, 2014). Such mediating link, disaster → suppliers' sales → end assemblers' corporate performance, is corroborated in studies documenting other disasters (see Sheffi and Rice, 2005).…”

Section: Supplies Disruptionmentioning

confidence: 98%

“…They also estimate the number of days it took electronics firms to recover and report how Western Digital, the world's largest HDD maker at that time, suffered a 35% reduction in earnings. In the case of JET, Fujita and Hamaguchi (2012) report how, within a year, industrial production fell by 21.5%, 29.6%, and 30.5% respectively for integrated circuits, communications equipment, and information & electronics equipment. However, the issue with these 'estimates' is they do not provide for 'controlled' effects.…”

Section: Natural Disasters and End Assemblers' Performancementioning

confidence: 99%

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Natural disasters, PC supply chain and corporate performance

Gunessee

Subramanian²,

Ning

2018

IJOPM

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Purpose -This paper provides quantitative evidence of natural disasters' effect on corporate performance and studies the mechanisms through which the supply chain moderates and mediates the link. Design/methodology/approach -Using two major natural disasters as quasiexperiment, namely the 2011 Japanese earthquake-tsunami (JET) and Thai flood (TF), and data over the period 2010Q1-2013Q4, effect of these events on end assemblers' performance is studied, with a focus on the personal computer (PC) supply chain. The moderating influence of delivery and sourcing -as supply chain flexibility and agility -are examined through end assemblers' and suppliers' inventory. The suppliers' mediating role is captured as disruption in obtaining PC components through their sales. Findings -Only JET had any negative effect, further quantified as short-term and long-term. The TF instead portrays an insignificant but positive aftermath, which is construed as showing learning from experience and adaptability following JET. Inventory matters, but differently for the two events, and suppliers only exhibit a moderating influence on the assemblers' disaster-performance link. Originality/value -Natural disasters, as catastrophic vulnerabilities, are distinct from other vulnerabilities in that they are hard to predict and have significant impact. Since little is known about the impact of natural disasters on firm performance and how supply chain mechanisms moderate or mediate their impact, they should be distinctly modelled and empirically studied from other vulnerabilities. This paper sheds light on supply chain resilience to such events with the role of dynamic capabilities.

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Section: Supplies Disruptionmentioning

confidence: 98%

Section: Natural Disasters and End Assemblers' Performancementioning

confidence: 99%

Natural disasters, PC supply chain and corporate performance

Gunessee

Subramanian²,

Ning

2018

IJOPM

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“…Japan's automotive exports industry, in particular, experienced a decline of 24.1% in the December following the floods because Thailand is a major customer of vehicle parts and components. Fujita and Hamaguchi (2012) found similar impacts on the production networks of the automotive industry after the tsunami and catastrophic floods in Japan in March 2011, which recorded an export capacity drop of 39% in China. Such negative impacts in any of the Asian megacity regions would undoubtedly have implications for economies across the globe, particularly when they are already in a fragile state.…”

mentioning

confidence: 72%

After Sandy: Rethinking Flood Risk Management in Asian Coastal Megacities

et al. 2014

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“…Chopra [11] proposes an extensive risky driver list which threatens the supply chain. On the other hand, Grossi and Kunreuther [13] and Banks [14] studied the impact of catastrophic events where geographically supply chains are dispersed, causing that their supply chains cannot be restored swiftly and reactively: For instance, the strongest earthquake recorded in Japan 9.0 M, on 11 March 2011, not only had a major impact on the global automotive industry, but also many electronic components made in Japan which are used by different companies around the world, had shortages and stoppages in assembly lines, such as mobile phones, refrigeration equipment, control devices (steel and chemical industries) and so forth [15][16][17].…”

Section: Introductionmentioning

confidence: 99%

Model to assess supply chain resilience

Flórez¹,

González²

2016

Int. J. SAFE

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The uncertainty in the current business environment is driven by events such as economic crises, climate change, global terrorism, shortage of resources and so on. This causes traditional supply chain operations models to become obsolete and not able to ensure the sustainability and competitiveness of the organizations. In this context, resilience is defined as the ability of a company/ community/ environment/ people to recover after it has been exposed to an important disturbing event, for instance, a natural disaster as a hurricane hitting the main suppliers, thus creating lack of raw materials in production lines. This article tackles how the assessment of the supply chain resilience, considering this capacity, enables one to be better prepared for an unstable risky environment and the post disaster consequences. We propose a model based on three categories of indicators; the first one is related to achieving an organizational resilience (to assess by results of responsiveness, flexibility and effectiveness), the second one is related to attaining business resilience (to assess by cash-to-cash, days of inventory, days of receivables and days of payables), and the third one is related to having a labour resilience (to assess by labour capabilities to overcome vulnerable living conditions). Two Peruvian supply chain companies (which belong to the food and pharmaceutical sectors) have been studied by using the model; the main results allow concluding that they have a low resilience level, because of their current three-category indicator results.

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Japan and economic integration in East Asia: post-disaster scenario

Cited by 28 publications

References 17 publications

Natural disasters, PC supply chain and corporate performance

Natural disasters, PC supply chain and corporate performance

After Sandy: Rethinking Flood Risk Management in Asian Coastal Megacities

Model to assess supply chain resilience

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