Nissan Motor Company.edited

Content type

User Generated

Subject

Management

School

seu university

Type

Homework

Uploaded By

Znqvanovyn099

Pages

Rating

Running head: NISSAN MOTOR COMPANY 1

Nissan Motor Company

Name

Institution

Date

NISSAN MOTOR COMPANY 2

Q.1 the nature of Operations Management in the Organization

After the Tsunami that hit Japan and the 2011 Earthquake, Nissan Motor Company was

quick to recover, unlike its competitors like Honda and Toyota (Toma & Marinescu, 2013). The

company’s ability to recover was attributed to its effective crisis plan and supply chain. Nissan

Motors has had an impeccable supply chain network. Nissan has also opened multiple production

units across the world (Toma & Marinescu, 2013). However, all responsibilities and decisions

are governed by a central body that is based in Japan. This governing body is responsible for

driving different marketing strategies across the globe, and it can influence supply chain

management in the organization.

Most of the production plants in Nissan are interrelated, albeit the firm is trying to

reduce the dependencies and interrelations among the units (Furusawa, 2014). This move is

intended to reduce catastrophic events in Japan and across other global branches. The

interdependencies hinder the proper functions of the production units in the units. Seemingly, the

dependency of the production units is threatening the proper and smooth functioning of the units.

When the catastrophic earthquake hit Nissan, the company was hit extremely hard (Schroeder,

2000). The hit was felt because, at the time of the earthquake, Nissan was exporting and

transporting maximum numbers of components to units that were based abroad. At that time, the

company’s operations management was affected because oversees units had to bear huge

financial losses.

A significant option for solving the challenge, as mentioned earlier, would be to

implement effective strategies that would lessen the dependencies in the central unit in Japan

(Toma & Marinescu, 2013). The challenge of dependency has hindered the coordination of

End of Preview - Want to read all 8 pages?

Access Now

Unformatted Attachment Preview

Running head: NISSAN MOTOR COMPANY Nissan Motor Company Name Institution Date 1 NISSAN MOTOR COMPANY 2 Q.1 the nature of Operations Management in the Organization After the Tsunami that hit Japan and the 2011 Earthquake, Nissan Motor Company was quick to recover, unlike its competitors like Honda and Toyota (Toma & Marinescu, 2013). The company’s ability to recover was attributed to its effective crisis plan and supply chain. Nissan Motors has had an impeccable supply chain network. Nissan has also opened multiple production units across the world (Toma & Marinescu, 2013). However, all responsibilities and decisions are governed by a central body that is based in Japan. This governing body is responsible for driving different marketing strategies across the globe, and it can influence supply chain management in the organization. Most of the production plants in Nissan are interrelated, albeit the firm is trying to reduce the dependencies and interrelations among the units (Furusawa, 2014). This move is intended to reduce catastrophic events in Japan and across other global branches. The interdependencies hinder the proper functions of the production units in the units. Seemingly, the dependency of the production units is threatening the proper and smooth functioning of the units. When the catastrophic earthquake hit Nissan, the company was hit extremely hard (Schroeder, 2000). The hit was felt because, at the time of the earthquake, Nissan was exporting and transporti ...
Purchase document to see full attachment