Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
\n1 | Page
\nJanuary 2013
\nResilient Response and Recovery at Western Digital:
\nAfter the Thai Flood1
\nAs raging floodwater rushed through various broken spots along the dike at the Bang Pa-in (BPI)
\nindustrial estate, which is located approximately 40 miles north of Bangkok and 5 miles south of
\nAyutthaya in the Chao Phraya River basin, the BPI estate flood-fighting team had to retreat for
\ntheir own safety on October 15, 2011. Throughout the night, heavy rain continued to fall and
\nstrong floodwater kept rising. All factories within the BPI estate became flooded.
\nAt daybreak on October 16, Joe Bunya (SVP, Hard Disk Operations Asia, WD (a Western
\nDigital company) and his management team toured their inundated hard disk drive (HDD)
\nfactory at the BPI estate (BPI plant in short) on a boat. Their hearts sank as they saw that certain
\ncritical equipment (some weighing more than 5 tons) for producing sliders located on the ground
\nfloor was completely submerged under 6 feet of corrosive floodwater.2
\nRecognizing that the
\nentire factory was contaminated and that critical equipment on the ground floor could not be
\nreplaced for many months, Joe and his management team felt the immediate need to save their
\nfactory.
\n1 This case is jointly prepared by Mr. Joe Bunya (Senior Vice President, Hard Drive Operations Asia, WD (a Western
\nDigital company)), and Christopher Tang (Edward Carter Professor of Business Administration at UCLA Anderson
\nSchool of Management). This case is intended for MBA class discussion. \u00a9UCLA Anderson School of Management,
\n2013.
\n2 The slider is the body of material that supports the actual drive head in a hard disk. The slider slides over the
\nsurface of the disk, carrying the head at a consistent height above the disk for reading and writing.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nAs a way to keep customers and investors informed of the situation, Western Digital Corporation
\n(issued the following press release on October 17: \u201cWDC today announced that it has extended
\nthe suspension of its operations in Thailand. Over the weekend, rising water penetrated the Bang
\nPa-in Industrial Park flood defenses, inundating the company’s manufacturing facilities there
\nand submerging some equipment\u2026.. All WD employees in Thailand remain safe.\u201d At the same
\ntime, the popular press (Wall Street Journal, New York Times, Computerworld, etc.) speculated
\nthat it would take multiple quarters for WD to restore its operations in Thailand.3
\nWith a resilient response and recovery and the perseverance of all WD employees in Thailand,
\nPresident and CEO John Coyne officially re-opened the plant at BPI on November 30, 2011 \u2013
\nonly 46 days after its closure. Coyne remarked that, \u201cWhile much work remains to be done over
\nthe next several quarters to reach our pre-flood manufacturing capabilities, the progress thus far
\nis significantly ahead of our original expectations and is a tribute to the dedicated and effective
\nactions of our employees, contractors and Thai government agencies, the efforts of our supply
\npartners and the support of our customers.\u201d 4
\nOn January 13, 2012, the BPI plant produced the first slider unit after the flood, exceeding
\ninternal and external expectations. Sampan Silapanad (VP, Magnetic Head Operations)
\nattributed this speedy recovery (one week ahead of WD\u2019s internal schedule) in his remark: \u201cThe
\nrecovery has proven that WD employees have exceptional passion and perseverance. We did
\neverything to make the plant equal or better than the pre-flood condition.\u201d5<\/p>\n
3 See http:\/\/www.techcycle3.com\/files\/Thailand_flooding_impact_on_HDD_supplies_12aNov2011_2_.pdf for a
\ncompilation of various commentaries from the press. 4 Source: \u201cWestern Digital: Flood Response and Recovery,\u201d Journal of the American Chamber of Commerce in
\nThailand, Vol. 1, 2012.
\n5 Source: Sabayjai, S., \u201cWD credits staff for turnaround after floods,\u201d The Nation, April 23, 2012.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nThailand Floods in 2011
\nThailand is prone to seasonal floods that tend to occur in the North and spread down the Chao
\nPhraya River through the central plains. Over the years, the Thai government has developed
\nvarious flood control systems such as dams, canals, drainage tunnels, etc. Unfortunately, rainfall
\nover northern Thailand from March to July in 2011 was over 300% above the normal level. As
\nthe rate of incoming flow of rainwater was higher than the discharging rates at various dams in
\nthe northern part of Thailand, most dams were almost full by the beginning of October in 2011.
\nAs floodwaters were moving south along the Chao Phraya River, major cities such as Ayutthaya
\nand Bangkok were facing an imminent flood.
\nDespite the efforts of the Thai government and various international organizations such as the
\nUnited Nations, floodwaters inundated northern parts of the capital city of Bangkok. Flooding
\npersisted in some areas until mid-January 2012, ultimately causing over 800 deaths and affecting
\nover 13 million people. With 65 out of 77 provinces declared flood disaster zones, over 7,700
\nsquare miles of farmland was severely damaged. According to the Federation of Thai Industries,
\nthe estimated damage was at least 185 billion Baht (1 US$ = 30 Thai Baht). This includes 95
\nbillion Baht damage on Thai industry, 25 billion Baht damage on Thai agriculture, and 65 billion
\nBaht damage on residential properties.
\nThe flood in 2011 disrupted the supply chain operations in certain key industries in Thailand.
\nBesides the fact that Thailand accounts for 30% of global trade in rice, over 40% of the world\u2019s
\nhard disk drives were produced in Thailand and most of them were concentrated in the BangkokAyutthaya corridor. Also, in addition to tourism, Thailand is a major automotive parts producer
\nfor many Japanese car companies such as Toyota and Honda, and a major producer for many
\nJapanese digital camera companies such as Canon, Nikon, and Sony. As such, the 2011 flood in
\nThailand created major global supply chain disruptions in the automotive industry (due to a
\nshortage of parts) and the computer industry (due to a shortage of hard disks). The World Bank
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nestimated 1.5 trillion Baht (US$50 billion) in economic damages and losses due to the 2011
\nflood in Thailand.
\nWestern Digital in Thailand
\nAs the market became saturated and highly competitive, various hard disk drive companies such
\nas Hitachi, Maxtor, and Samsung were acquired by giants such as Western Digital and Seagate.
\nAfter a series of mergers and acquisitions, there were only three key HDD companies left by the
\nend of 2011 (Exhibit 1): Toshiba captures 15% of the market, and the rest of the market is
\nequally divided between Western Digital and Seagate.
\nHeadquartered in Irvine, California, Western Digital Corporation (www.westerndigital.com) is a
\nglobal provider of hard disk drives, networking equipment and home entertainment products
\nunder the WD, HGST and G-Technology brands. Western Digital is the largest producer of
\nHDDs in the world, with approximately US$16 billion in annual revenue as of the third calendar
\nquarter of 2012.
\nThrough a series of foreign and domestic investments that began in the 1980s, Thailand became
\na major producer of hard disks by 2010. To achieve cost synergies (by reducing freight costs)
\nand supply chain efficiency (shorter cycle time, better coordination, and lower inventory),
\nThailand has developed a cluster of industries associated with hard disk drives manufacturing.
\nSpecifically, this cluster includes hard disk component parts manufacturing (such as motors,
\nsuspensions, disk media, disk heads (sliders), etc.) as well as hard disk assembly operations.
\nTo leverage skilled labor at low cost and to leverage the Thai government\u2019s tax incentives, WD
\nestablished two HDD plants in Thailand (at the Bang Pa-in and Navanakorn industrial estates
\nlocated in Ayutthaya Province and Pathum Thani Province, respectively) in 2003.6
\nBy the end
\nof 2011, WD was employing over 38,000 people (including 2,000 engineers and scientists) and
\nhad become the largest foreign employer in Thailand. The country was producing 60% of all of
\nWD\u2019s hard disks. The remaining 40% were produced in the other plant located in Kuala
\nLumpur, Malaysia. Because the BPI plant produced sliders (magnetic heads for reading and
\nwriting on the disk surface) for different types of HDDs for notebook PCs, desktop PCs, other
\nconsumer electronic products and external storage devices, the BPI plant inundation affected the
\nproduction of most classes of HDDs. In addition to the closure of both plants in Thailand that
\nperformed hard disk assembly operations, there were serious concerns about shortages of various
\nmechanical hard disk components because many of WD\u2019s parts suppliers in Thailand were
\ninundated.7<\/p>\n
6 Seagate\u2019s HDD plant located in Korat (northern part of Thailand) was not affected by the 2011 Thai flood.
\n7 Source: Western Digital Updates —
\nhttp:\/\/www.wdc.com\/en\/company\/thailandupdates\/ThailandFloods2011FAQ.pdf
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nBefore the Flood \u2013 Identifying, Assessing, and Mitigating Risks
\nAccording to the Centre for Research on the Epidemiology of Disasters in Belgium
\n(www.emdat.be), the number of floods in Asia has been growing at an exponential rate, as
\nindicated by 1910-2010 statistics. Unlike earthquakes, floods are more predictable in terms of
\ntiming and location, and companies can develop plans for better preparedness and mitigation.
\nKnowing Thailand to be flood-prone, WD has developed its Business Continuity Plan (BCP)
\nto safeguard its employees and facilities (in addition to the plans developed by the Thai
\ngovernment and by the BPI estate).
\nWhile the BPI had built a dike to surround its 750-acre estate, WD\u2019s 7-acre BPI plant also had a
\ndesignated BCP team that performed the following tasks before the flood:
\n1. Monitor and assess risks. Monitored the rain forecast, floodwater level, conditions of
\ndams and dikes in surrounding regions and areas, and assessed the likelihood of the flood
\nand the potential impact on the plant and WD\u2019s suppliers in Thailand.
\n2. Proactive measures. Prepared the plant against floodwater entering it, including
\nsandbags, water pumps, generators, first-aid kits, and essential food. In addition, the
\nteam prepared evacuation plans that included the detailed mapping of bus routes.
\n3. Mitigation plans. Developed mitigation and contingency plans by moving inventories
\nand some equipment from the ground floor to higher floors to avoid potential damage
\nfrom floodwaters.8
\nIn addition, the team worked with management in Thailand,
\nMalaysia, and the United States to develop contingency plans in case production at the
\nBPI plant was disrupted. Specifically, WD prepared a plan to shift much of its
\nproduction to Malaysia should the BPI plant shut down.
\n4. Communication plans. Develop communication plans with all employees, all key
\nsuppliers, and all other WD units throughout the company.
\nDuring the Flood \u2013 Resilient Response
\nAs the BCP team continued to monitor the flood situation, they found that the information
\nobtained from various sources, including government authorities, appeared to be inconsistent.9<\/p>\n
At the same time, after the estate flood-fighting team\u2019s unsuccessful efforts in repairing various
\nbreaks (including a 60-foot-long one) at the dike surrounding the BPI estate, strong floodwater
\nwas gushing through various places and entering the BPI plant. Despite piles of sandbags and<\/p>\n
8 WD was unable to move some of the heavy equipment (weighing more than 5 tons) to higher floors.
\n9 Despite the Thai government\u2019s efforts in establishing the Emergency Operations Center for Flood, Storm and
\nLandslide in August 2012 that was intended to coordinate warning and relief efforts, the government has been
\ncriticized for giving mixed or conflicting information. Some foreign companies also thought there was a lack of
\naccurate and timely information provided in English, preventing them from being better prepared. Prime Minister
\nYingluck Shinawatra immediately responded to the press that the Thai government will invest in water
\nmanagement to ensure that such flooding does not happen again (source: cnbc.com).
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nwater pumps, the floodwater continued to rise. To ensure safety, all WD employees were asked
\nto evacuate the facility and a security team was appointed immediately to secure the company\u2019s
\nproperty.
\nAt the same time, the WD management team assembled at Sofitel Hotel in Bangkok and
\ndeployed various contingency plans. These included:
\n\u2022 Ensuring employees\u2019 safety and well-being. To ensure employees\u2019 safety, strict safety
\nstandards and protocols were enforced by a dedicated EHS (Environment, Health and
\nSafety) team. Before starting any work, the team got together and planned the process
\nwith safety as the number one priority. During the cleanup, workers were required to
\nwear U.S. industry-standard protective gear. The EHS team would perform frequent
\naudits to ensure strict compliance to the agreed upon process. Every employee and
\nworker was urged to take the safety issue seriously. Even though both plants in Thailand
\nwere closed, the WD management team did not want to overburden employees\u2019
\nlivelihood, especially when their homes were also flooded. So to build trust and loyalty,
\nWD decided to keep all 38,000 employees on the payroll at 75% pay during the recovery
\nperiod.10
\n\u2022 Minimizing supply chain disruption. Knowing that WD\u2019s customers typically had about
\ntwo weeks of inventory on hand and distributors had about a four-week supply, WD
\ndecided to reduce the impact on its customers by shifting production from Thailand to
\nMalaysia during the recovery period. To accomplish this, WD immediately ramped up
\nthe Malaysian facilities to full capacity.11
\n\u2022 Reducing recovery time by saving submerged equipment. Recognizing that some critical
\nand heavy equipment was in 6-foot-deep floodwater and understanding that this
\nequipment could not be replaced quickly and cheaply, WD managed to get divers to
\nretrieve that submerged equipment. However, because the equipment was extremely
\nheavy, these divers had to unbolt the submersed machinery, dissemble it into different
\npieces (kits) under water, and then move the kits to higher floors.12
\n\u2022 Maintaining consistent communication. WD developed a plan to communicate
\ninformation in a consistent and timely manner to all employees, all key suppliers, and all
\nWD units. A temporary small command center was initially set up at the Sofitel Hotel in
\nBangkok, which was unaffected by the flood at the beginning. Later on, with support
\nfrom one of WD\u2019s business partners, Siam Commercial Bank (SCB), WD moved its
\ncommand center to SCB\u2019s central office in Bangkok. This was the location where the
\ninformation from the frontline people at the flood site was received and communicated to
\nheadquarters on a daily basis. Management also visited the site every few days to get
\nfirsthand information and to provide support to the ground troops as needed. SMS
\nmessaging was used as a means to keep the entire workforce informed of the recovery
\nprogress. Also, WD headquarters in Irvine issued updated news on its website to ensure
\nthat customers and investors were fully informed of the situation.
\n10 Sabayjai, S., \u201cWD credits staff for turnaround after floods,\u201d The Nation, April 23, 2012. 11 Source: TechCentral, \u201cWD shifts operations to Malaysia in wake of Thai floods,\u201d October 25, 2011. 12 Source: Romero, J., \u201cThe Lessons of Thailand\u2019s Flood,\u201d November 2012, Spectrum, IEEE.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nAfter the Flood \u2013 Speedy Recovery
\nTo restore the inundated factory at the BPI estate and resume manufacturing operations as soon
\nas possible, the temporary office at the SCB headquarters building in Bangkok was also used as a
\ncommand center to manage the recovery operations in parallel. At the same time, all key
\nemployees commuted to work during the recovery period, even though their homes were
\nflooded. Immediately after the flood receded at the BPI estate, WD began recovery operations,
\nwhich involved:
\n\u2022 Establishing a decontamination process. After the floodwater was removed, WD started
\nthe decontamination process by spraying the entire interior of the facility with special,
\nnon-hazardous chemicals to remove films of dirt, mildew, mold, grime, etc., from the
\nceilings, walls, and air ducts prior to the demolition work.
\n\u2022 Restoration. Besides restoring the main power, WD assessed those kits retrieved by the
\ndivers earlier. By reassembling the kits to rebuild various refurbished machines, WD
\nmanaged to salvage 80% of the equipment.
\n\u2022 Monitoring progress. SCB provided WD with computer hardware, phone lines, and
\naccess to the Internet, albeit with limited bandwidth. WD\u2019s IT department established a
\nline of communication with Corporate using \u201clive meeting.\u201d The command center
\nreceived daily, verbal reports from the frontline people at the sites and was able to keep
\nCorporate informed of progress and the recovery plan.
\n\u2022 Coordination and communication. WD worked with its suppliers to ramp up production
\nin Malaysia to reduce the impact on customers. Besides continued communication with
\ndifferent stakeholders, WD hosted a four-day seminar for over 20,000 employees at
\nThammasat University (Rangsit campus) in Thailand to ensure that WD employees
\nreceived updates and the company\u2019s recovery plans.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nThe Sun Shines Again
\nStrong leadership and well-executed contingency and recovery plans helped WD\u2019s BPI plant to
\nbe re-opened by President and CEO Coyne on November 30 just 46 days after the plant closure.
\nThat was weeks ahead of the internal schedule. This speedy recovery can be seen as
\nphenomenal, especially when considering that many companies, including Honda, took 6 months
\nto recover. To recognize the resilient response and speedy recovery at the BPI plant, all 2,500
\nWD Presidential Awards in 2011 were given to various WD employees in Thailand.
\nWD\u2019s production capacity had been affected significantly at the end of 2011. As reported in IHS
\niSuppli Research in February 2012, WD shipped 28.5 million HDDs in the fourth quarter of
\n2011, which was about half of the 52.2 million HDDs it shipped in the same quarter the year
\nbefore. As such, WD slipped to the number two spot after Seagate at the end of 2011. Even
\nthough WD reported that the flood in 2011 cost the company US$199 million, WD managed to
\nrestart its slider production in January 23, 2012.
\nWhile investors were concerned about the earnings of WD, their concerns were lifted when the
\nprice of HDDs continued to rise as the supply of HDDs fell in 2011. The underlying reason was
\nthat, even though Seagate\u2019s factory in Thailand was not affected, there was a shortage in the
\nsupply of the components for hard disk manufacturing because many hard disk components
\nsuppliers in Thailand were also flooded. As a result, there was a 29% reduction in the number of
\nHDDs produced in Thailand in the fourth quarter of 2011. As the supply of HDDs fell, the
\naverage HDD price increased from US$51 to US$66: a 30% increase in the same quarter. As
\nreported by IHS iSuppli in June 2012, the price of HDDs will remain high until 2014.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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\nWD recovered faster than industry analysts expected. By the end September 2012, WD\u2019s
\noperations in Thailand were restored to the pre-flood level. This great news has major potential
\neffects. Firstly, shipments would increase as more customers have stronger confidence in WD.
\nSecondly, as the selling price of HDDs is \u201csticky,\u201d WD\u2019s revenue and profit would continue to
\nrise. Moreover, in the second quarter of 2012, WD had completed the acquisition of Hitachi\u2019s
\nhard disk division. WD also set a new record by shipping more than 71 million HDDs with over
\nUS$4.8 billion in revenue and earned a record profit of US$745 million (Exhibit 2).
\nFurthermore, as investors regained confidence about WD, the company\u2019s stock price bounced
\nback to the pre-flood level despite drops in stock prices during the flood period.
\nAfter suffering from serious flood damage in Thailand in October 2011, it is remarkable that WD
\nreclaimed the number one spot in the HDD market by the end of the second quarter of 2012.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
\n10 | Page
\nUpon reflection, WD\u2019s SVP Bunya remarked: \u201cThe resilient response and speedy recovery at the
\nWD plant in Thailand is a strong reflection of the core values formed and nurtured by President
\nand CEO John Coyne: Passion, Action, Productivity, Perseverance, Innovation, Integrity and
\nTeamwork \u2013 PAPPII TWO (Together We Outperform). These values were the foundation of
\nWD\u2019s successful recovery from the 2011 flood.\u201d 13
\nLooking ahead, WD is wondering about the following issues:
\n1. While the response and recovery were successful in fighting the flood, is there something
\nWD can do to improve its Business Continuity Plan?
\n2. Should WD rely only on the Thai government and the BPI estate to control flooding? If
\nno, then what shall WD do?
\n3. Knowing that Thailand is prone to floods, should WD consider shifting its production
\nelsewhere?
\n13 Source: \u201cWestern Digital: Flood Response and Recovery,\u201d Journal of the American Chamber of Commerce in
\nThailand, Vol. 1, 2012.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
\n11 | Page
\nExhibit 1. Recent mergers and acquisitions in the HDD industry.
\nJoe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
\n12 | Page
\nExhibit 2. Income Statement of WDC (as of September 2012)
\nSource: Investing Business Week Research, accessed December 2012.<\/p>\n
——–<\/p>\n
Joe Bunya and Christopher Tang Teaching Case UCLA Anderson School of Management 1 | Page<\/p>\n
January 2013<\/p>\n
Resilient Response and Recovery at Western Digital:<\/p>\n
After the Thai Flood1<\/p>\n
As raging floodwater rushed through various broken spots along the dike at the Bang Pa-in (BPI)<\/p>\n
industrial estate, which is located approximately 40 miles north of Bangkok and 5 miles south of<\/p>\n
Ayutthaya in the Chao Phraya River basin, the BPI estate flood-fighting team had to retreat for<\/p>\n
their own safety on October 15, 2011. Throughout the night, heavy rain continued to fall and<\/p>\n
strong floodwater kept rising. All factories within the BPI estate became flooded.<\/p>\n
At daybreak on October 16, Joe Bunya (SVP, Hard Disk Operations Asia, WD (a Western<\/p>\n
Digital company) and his management team toured their<\/p>\n","protected":false},"excerpt":{"rendered":"
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