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| The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage |
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讲者：
Yossi Sheffi
Professor of Civil and Environmental Engineering and Engineering Systems
Director, MIT Center for Transportation and Logistics
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关于本次演讲：
Yossi Sheffi fires a shot across the bow of business owners who, even after 9/11 and Hurricane Katrina, still have not assessed their organizations' vulnerability to catastrophe. Sheffi piles on examples of organizations that simply did not have the appropriate mechanisms in place when disaster struck or evolved undetected.
He describes cell-phone maker Ericsson's sluggish response when a vital chip supplier suffered a fire that stopped production. Rival Nokia quickly sought other chip sources, so when Ericsson "woke up?it was too late," says Sheffi ?"the world-wide supply of chips was gone," and Sony took over manufacturing Ericsson phones.
Vigilance helps firms anticipate and survive a crisis, says Sheffi. "An organization can be taught to know things faster," he says, by deploying better detection methods, including statistical process control; and creating layers of defense, as in the airline industry. And corporations must also develop system-wide redundancy and agility, so they "can spring back into action" in case of a shake-up. For instance, says Sheffi, all Intel plants are identical, so people can move effortlessly into production elsewhere if one plant shuts down. Sheffi recalls that when a snowstorm paralyzed a UPS hub at the Louisville Airport, preventing local workers from driving to work, UPS flew other workers in from the rest of the system.
Companies must generate what Sheffi calls "a flexibility culture" in order to get through a disruption. He calls for continuous communications; empowering workers up and down the organization to take responsibility; and "conditioning" employees for dramatic change. In fact, he believes nimble corporations will not merely ride out a major storm, but will have increased opportunities to expand market share, since "an ability to respond quickly to disruption also allows for speed in responding to the market."
关于讲者：
Yossi Sheffi is an expert in systems optimization, risk analysis and supply chain management. He is the founder and the director of MIT's Master of Engineering in Logistics degree. In 2003 he launched the MIT-Zaragoza program, building a new logistics university in Spain based on a unique international academia, government and industry partnership.
He obtained his B.Sc. from the Technion in Israel in 1975, his S.M. from MIT in 1977, and Ph.D. from MIT in 1978.
Sheffi's MIT website
Resilient Enterprise website
关于影片（影片时间索引）：影片长度为 1:02:55.
There is intermittent low audio from 39:35 to 44:26. See a transcript of that section below*.
Ellen W. Faran, Director, MIT Press, introduces Yossi Sheffi.
At 2:05, Sheffi begins.
At 58:45, Sheffi takes questions.
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39:30-44:35
*Not only was this very profitable, but when you delay final customization of a product, when you keep a product in a semi-finished state, you create resilience.
For example, if you had a strike in France, if you are stuck with a lot of French printers that you cannot send to anybody because the French transportation system doesn't work, you can send these printers henceforth.
We talk about one supplier versus many suppliers. For example, we talk about Land Rover and Toyota. Another example there is Dole and Chiquita. In 1998, both were hard hit by ruined banana crops all over Latin America. Dole came out okay, because they had lots of other suppliers in other parts of the world. Chiquita took a while to recover from this.
So the question one might ask, "Do we always need multiple suppliers?" And it's not really the right question. The right question is, "How to do we align the supplier relationship with the number of suppliers we have?" We can have a single supplier, for example ?and there are many that have a single supplier. But in this case, we better have what we call a deep relationship with our supplier. We better know their strategy;we better know their finances; we better know what's going on with them. They are us.
Now, this is expensive. Having a deep relationship with a single supplier is an expensive operation and investment. You don't have to do it, but in that case, you better have separate suppliers.
So it's dangerous to have a single supplier and a shallow relationship, like Land Rover that wasn't aware of the financial dealings of UPF Thompson. And it's too expensive to have deep relationships with multiple suppliers, so you want to be either here or here. And a company like Dell, for example, has a deep relationship with a single supplier of chips, Intel - and a single supplier of operating systems,which is Microsoft. And the other suppliers that they have are here actually, through auctions and bids, and every year change their disk drive suppliers and memory suppliers and what have you.
Talk about distribution sale. We talk about the example of selling what you have. We've talked about the procurement side of a company ?buying, establishing a supplier. We've talked about what happens in its own operation. Let's talk about the customer-facing side.
Talk about Dell and Apple, and I mentioned that we'd talk about Cantor Fitzgerald. Cantor is the largest bond trader in the world. In 9/11, Cantor Fitzgerald lost 670 people who worked in offices from the 92nd to the 101st floor of the north tower. No one above the 91st floor came out alive, including the brother of the CEO. The CEO himself had not yet made it to work. A time-stamped photograph shows him bringing his son to kindergarten that morning on the first day of school."
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以上资料为本影片上传至 MITWORLD 网站上当时所获知的资讯。此影片上传日为： 2006-01-29.
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