Supply Chain Risk Management and Resilience

Dmitry Ivanov (), Alexander Tsipoulanidis () and Jörn Schönberger ()
Additional contact information
Dmitry Ivanov: Berlin School of Economics and Law
Alexander Tsipoulanidis: Berlin School of Economics and Law
Jörn Schönberger: Technical University of Dresden

Chapter 15 in Global Supply Chain and Operations Management, 2025, pp 497-537 from Springer

Abstract: Abstract Toyota Motor Corporation, a globally recognized leader in the automotive industry, produces vehicles in 28 countries and serves over 170 markets worldwide (Toyota 2021). In 2023, the company achieved a worldwide production volume of 9.1 million vehicles despite challenges in the global supply chain (Reuters 2023). Toyota is also famous for its Toyota Production System (TPS) and lean management (see Chap. 9 , Sect. 9.5), which include several key pillars such as automation (Jidoka) and just-in-time. The primary goal of TPS is to eliminate waste and redundancies, such as excessive inventory, which are considered wastes (Toyota 2021b). Contrary to conventional beliefs about a trade-off between lean and resilience, Toyota has argued that TPS provided them with resilience during the global chip shortage in 2021.

Date: 2025
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sptchp:978-3-031-95859-5_15

Ordering information: This item can be ordered from
http://www.springer.com/9783031958595

DOI: 10.1007/978-3-031-95859-5_15

Access Statistics for this chapter

More chapters in Springer Texts in Business and Economics from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().