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Driving Through Disruption: An Analysis of Automotive Supply Chain Resilience Across Three Global Crises

Stenman, Ludvig LU ; Vinterskog Danielsson, Oskar LU and Enocson, Karl LU (2025) IBUH19 20251
Department of Business Administration
Abstract (Swedish)
In today's world, marked by frequent and diverse disruptions, supply chain resilience has become a key consideration in strategic planning. This is particularly true in the automotive industry, where lean practices, globalization, and complex supplier networks increase vulnerability. This thesis explores how three major automakers - Toyota, Volkswagen, and General Motors - navigated significant disruptions caused by the 2008 Financial Crisis, the 2011 Tōhoku Earthquake, and the COVID-19 pandemic.
Using a qualitative, document-based multi-case study approach, the paper explores how each company prepared for, responded to, and learned from these crises. It applies a theoretical framework including the Zone of Balanced Resilience, the... (More)
In today's world, marked by frequent and diverse disruptions, supply chain resilience has become a key consideration in strategic planning. This is particularly true in the automotive industry, where lean practices, globalization, and complex supplier networks increase vulnerability. This thesis explores how three major automakers - Toyota, Volkswagen, and General Motors - navigated significant disruptions caused by the 2008 Financial Crisis, the 2011 Tōhoku Earthquake, and the COVID-19 pandemic.
Using a qualitative, document-based multi-case study approach, the paper explores how each company prepared for, responded to, and learned from these crises. It applies a theoretical framework including the Zone of Balanced Resilience, the Triple-P framework (Product, Process, Partnership complexity), and the Innate vs. Adaptive Resilience model. Additionally, corporate culture's influence on shaping strategic responses is also considered.
The findings reveal that Toyota consistently demonstrated a higher level of resilience, potentially related to its strong relationships with suppliers, a culture of continuous improvement, and a proactive mindset. Meanwhile, Volkswagen and General Motors made incremental progress but often reacted to challenges rather than anticipating them. Insights from the various crises highlight the significance of visibility, flexibility, and organizational learning in strengthening supply chain resilience.
This study adds to the growing literature on supply chain risk management by offering a comparative view of how resilience plays out in practice during crises and how cultural and structural differences shape companies' abilities to withstand and recover from disruptions. (Less)
Please use this url to cite or link to this publication:
author
Stenman, Ludvig LU ; Vinterskog Danielsson, Oskar LU and Enocson, Karl LU
supervisor
organization
course
IBUH19 20251
year
type
M2 - Bachelor Degree
subject
keywords
Resilience, crisis, disruption, SCRM, supply-chain, culture
language
English
id
9204275
date added to LUP
2025-06-23 11:14:32
date last changed
2025-06-23 11:14:32
@misc{9204275,
  abstract     = {{In today's world, marked by frequent and diverse disruptions, supply chain resilience has become a key consideration in strategic planning. This is particularly true in the automotive industry, where lean practices, globalization, and complex supplier networks increase vulnerability. This thesis explores how three major automakers - Toyota, Volkswagen, and General Motors - navigated significant disruptions caused by the 2008 Financial Crisis, the 2011 Tōhoku Earthquake, and the COVID-19 pandemic.
Using a qualitative, document-based multi-case study approach, the paper explores how each company prepared for, responded to, and learned from these crises. It applies a theoretical framework including the Zone of Balanced Resilience, the Triple-P framework (Product, Process, Partnership complexity), and the Innate vs. Adaptive Resilience model. Additionally, corporate culture's influence on shaping strategic responses is also considered.
The findings reveal that Toyota consistently demonstrated a higher level of resilience, potentially related to its strong relationships with suppliers, a culture of continuous improvement, and a proactive mindset. Meanwhile, Volkswagen and General Motors made incremental progress but often reacted to challenges rather than anticipating them. Insights from the various crises highlight the significance of visibility, flexibility, and organizational learning in strengthening supply chain resilience.
This study adds to the growing literature on supply chain risk management by offering a comparative view of how resilience plays out in practice during crises and how cultural and structural differences shape companies' abilities to withstand and recover from disruptions.}},
  author       = {{Stenman, Ludvig and Vinterskog Danielsson, Oskar and Enocson, Karl}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Driving Through Disruption: An Analysis of Automotive Supply Chain Resilience Across Three Global Crises}},
  year         = {{2025}},
}