Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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January 2013
Resilient Response and Recovery at Western Digital:
After the Thai Flood1
As raging floodwater rushed through various broken spots along the dike at the Bang Pa-in (BPI)
industrial estate, which is located approximately 40 miles north of Bangkok and 5 miles south of
Ayutthaya in the Chao Phraya River basin, the BPI estate flood-fighting team had to retreat for
their own safety on October 15, 2011. Throughout the night, heavy rain continued to fall and
strong floodwater kept rising. All factories within the BPI estate became flooded.
At daybreak on October 16, Joe Bunya (SVP, Hard Disk Operations Asia, WD (a Western
Digital company) and his management team toured their inundated hard disk drive (HDD)
factory at the BPI estate (BPI plant in short) on a boat. Their hearts sank as they saw that certain
critical equipment (some weighing more than 5 tons) for producing sliders located on the ground
floor was completely submerged under 6 feet of corrosive floodwater.2
Recognizing that the
entire factory was contaminated and that critical equipment on the ground floor could not be
replaced for many months, Joe and his management team felt the immediate need to save their
factory.
1 This case is jointly prepared by Mr. Joe Bunya (Senior Vice President, Hard Drive Operations Asia, WD (a Western
Digital company)), and Christopher Tang (Edward Carter Professor of Business Administration at UCLA Anderson
School of Management). This case is intended for MBA class discussion. ©UCLA Anderson School of Management,
2013.
2 The slider is the body of material that supports the actual drive head in a hard disk. The slider slides over the
surface of the disk, carrying the head at a consistent height above the disk for reading and writing.
Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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As a way to keep customers and investors informed of the situation, Western Digital Corporation
(issued the following press release on October 17: “WDC today announced that it has extended
the suspension of its operations in Thailand. Over the weekend, rising water penetrated the Bang
Pa-in Industrial Park flood defenses, inundating the company’s manufacturing facilities there
and submerging some equipment….. All WD employees in Thailand remain safe.” At the same
time, the popular press (Wall Street Journal, New York Times, Computerworld, etc.) speculated
that it would take multiple quarters for WD to restore its operations in Thailand.3
With a resilient response and recovery and the perseverance of all WD employees in Thailand,
President and CEO John Coyne officially re-opened the plant at BPI on November 30, 2011 –
only 46 days after its closure. Coyne remarked that, “While much work remains to be done over
the next several quarters to reach our pre-flood manufacturing capabilities, the progress thus far
is significantly ahead of our original expectations and is a tribute to the dedicated and effective
actions of our employees, contractors and Thai government agencies, the efforts of our supply
partners and the support of our customers.” 4
On January 13, 2012, the BPI plant produced the first slider unit after the flood, exceeding
internal and external expectations. Sampan Silapanad (VP, Magnetic Head Operations)
attributed this speedy recovery (one week ahead of WD’s internal schedule) in his remark: “The
recovery has proven that WD employees have exceptional passion and perseverance. We did
everything to make the plant equal or better than the pre-flood condition.”5
3 See http://www.techcycle3.com/files/Thailand_flooding_impact_on_HDD_supplies_12aNov2011_2_.pdf for a
compilation of various commentaries from the press. 4 Source: “Western Digital: Flood Response and Recovery,” Journal of the American Chamber of Commerce in
Thailand, Vol. 1, 2012.
5 Source: Sabayjai, S., “WD credits staff for turnaround after floods,” The Nation, April 23, 2012.
Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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Thailand Floods in 2011
Thailand is prone to seasonal floods that tend to occur in the North and spread down the Chao
Phraya River through the central plains. Over the years, the Thai government has developed
various flood control systems such as dams, canals, drainage tunnels, etc. Unfortunately, rainfall
over northern Thailand from March to July in 2011 was over 300% above the normal level. As
the rate of incoming flow of rainwater was higher than the discharging rates at various dams in
the northern part of Thailand, most dams were almost full by the beginning of October in 2011.
As floodwaters were moving south along the Chao Phraya River, major cities such as Ayutthaya
and Bangkok were facing an imminent flood.
Despite the efforts of the Thai government and various international organizations such as the
United Nations, floodwaters inundated northern parts of the capital city of Bangkok. Flooding
persisted in some areas until mid-January 2012, ultimately causing over 800 deaths and affecting
over 13 million people. With 65 out of 77 provinces declared flood disaster zones, over 7,700
square miles of farmland was severely damaged. According to the Federation of Thai Industries,
the estimated damage was at least 185 billion Baht (1 US$ = 30 Thai Baht). This includes 95
billion Baht damage on Thai industry, 25 billion Baht damage on Thai agriculture, and 65 billion
Baht damage on residential properties.
The flood in 2011 disrupted the supply chain operations in certain key industries in Thailand.
Besides the fact that Thailand accounts for 30% of global trade in rice, over 40% of the world’s
hard 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
for many Japanese car companies such as Toyota and Honda, and a major producer for many
Japanese digital camera companies such as Canon, Nikon, and Sony. As such, the 2011 flood in
Thailand created major global supply chain disruptions in the automotive industry (due to a
shortage of parts) and the computer industry (due to a shortage of hard disks). The World Bank
Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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estimated 1.5 trillion Baht (US$50 billion) in economic damages and losses due to the 2011
flood in Thailand.
Western Digital in Thailand
As the market became saturated and highly competitive, various hard disk drive companies such
as Hitachi, Maxtor, and Samsung were acquired by giants such as Western Digital and Seagate.
After a series of mergers and acquisitions, there were only three key HDD companies left by the
end of 2011 (Exhibit 1): Toshiba captures 15% of the market, and the rest of the market is
equally divided between Western Digital and Seagate.
Headquartered in Irvine, California, Western Digital Corporation (www.westerndigital.com) is a
global provider of hard disk drives, networking equipment and home entertainment products
under the WD, HGST and G-Technology brands. Western Digital is the largest producer of
HDDs in the world, with approximately US$16 billion in annual revenue as of the third calendar
quarter of 2012.
Through a series of foreign and domestic investments that began in the 1980s, Thailand became
a major producer of hard disks by 2010. To achieve cost synergies (by reducing freight costs)
and supply chain efficiency (shorter cycle time, better coordination, and lower inventory),
Thailand has developed a cluster of industries associated with hard disk drives manufacturing.
Specifically, this cluster includes hard disk component parts manufacturing (such as motors,
suspensions, disk media, disk heads (sliders), etc.) as well as hard disk assembly operations.
To leverage skilled labor at low cost and to leverage the Thai government’s tax incentives, WD
established two HDD plants in Thailand (at the Bang Pa-in and Navanakorn industrial estates
located in Ayutthaya Province and Pathum Thani Province, respectively) in 2003.6
By the end
of 2011, WD was employing over 38,000 people (including 2,000 engineers and scientists) and
had become the largest foreign employer in Thailand. The country was producing 60% of all of
WD’s hard disks. The remaining 40% were produced in the other plant located in Kuala
Lumpur, Malaysia. Because the BPI plant produced sliders (magnetic heads for reading and
writing on the disk surface) for different types of HDDs for notebook PCs, desktop PCs, other
consumer electronic products and external storage devices, the BPI plant inundation affected the
production of most classes of HDDs. In addition to the closure of both plants in Thailand that
performed hard disk assembly operations, there were serious concerns about shortages of various
mechanical hard disk components because many of WD’s parts suppliers in Thailand were
inundated.7
6 Seagate’s HDD plant located in Korat (northern part of Thailand) was not affected by the 2011 Thai flood.
7 Source: Western Digital Updates —
http://www.wdc.com/en/company/thailandupdates/ThailandFloods2011FAQ.pdf
Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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Before the Flood – Identifying, Assessing, and Mitigating Risks
According to the Centre for Research on the Epidemiology of Disasters in Belgium
(www.emdat.be), the number of floods in Asia has been growing at an exponential rate, as
indicated by 1910-2010 statistics. Unlike earthquakes, floods are more predictable in terms of
timing and location, and companies can develop plans for better preparedness and mitigation.
Knowing Thailand to be flood-prone, WD has developed its Business Continuity Plan (BCP)
to safeguard its employees and facilities (in addition to the plans developed by the Thai
government and by the BPI estate).
While the BPI had built a dike to surround its 750-acre estate, WD’s 7-acre BPI plant also had a
designated BCP team that performed the following tasks before the flood:
1. Monitor and assess risks. Monitored the rain forecast, floodwater level, conditions of
dams and dikes in surrounding regions and areas, and assessed the likelihood of the flood
and the potential impact on the plant and WD’s suppliers in Thailand.
2. Proactive measures. Prepared the plant against floodwater entering it, including
sandbags, water pumps, generators, first-aid kits, and essential food. In addition, the
team prepared evacuation plans that included the detailed mapping of bus routes.
3. Mitigation plans. Developed mitigation and contingency plans by moving inventories
and some equipment from the ground floor to higher floors to avoid potential damage
from floodwaters.8
In addition, the team worked with management in Thailand,
Malaysia, and the United States to develop contingency plans in case production at the
BPI plant was disrupted. Specifically, WD prepared a plan to shift much of its
production to Malaysia should the BPI plant shut down.
4. Communication plans. Develop communication plans with all employees, all key
suppliers, and all other WD units throughout the company.
During the Flood – Resilient Response
As the BCP team continued to monitor the flood situation, they found that the information
obtained from various sources, including government authorities, appeared to be inconsistent.9
At the same time, after the estate flood-fighting team’s unsuccessful efforts in repairing various
breaks (including a 60-foot-long one) at the dike surrounding the BPI estate, strong floodwater
was gushing through various places and entering the BPI plant. Despite piles of sandbags and
8 WD was unable to move some of the heavy equipment (weighing more than 5 tons) to higher floors.
9 Despite the Thai government’s efforts in establishing the Emergency Operations Center for Flood, Storm and
Landslide in August 2012 that was intended to coordinate warning and relief efforts, the government has been
criticized for giving mixed or conflicting information. Some foreign companies also thought there was a lack of
accurate and timely information provided in English, preventing them from being better prepared. Prime Minister
Yingluck Shinawatra immediately responded to the press that the Thai government will invest in water
management to ensure that such flooding does not happen again (source: cnbc.com).
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water pumps, the floodwater continued to rise. To ensure safety, all WD employees were asked
to evacuate the facility and a security team was appointed immediately to secure the company’s
property.
At the same time, the WD management team assembled at Sofitel Hotel in Bangkok and
deployed various contingency plans. These included:
• Ensuring employees’ safety and well-being. To ensure employees’ safety, strict safety
standards and protocols were enforced by a dedicated EHS (Environment, Health and
Safety) team. Before starting any work, the team got together and planned the process
with safety as the number one priority. During the cleanup, workers were required to
wear U.S. industry-standard protective gear. The EHS team would perform frequent
audits to ensure strict compliance to the agreed upon process. Every employee and
worker was urged to take the safety issue seriously. Even though both plants in Thailand
were closed, the WD management team did not want to overburden employees’
livelihood, especially when their homes were also flooded. So to build trust and loyalty,
WD decided to keep all 38,000 employees on the payroll at 75% pay during the recovery
period.10
• Minimizing supply chain disruption. Knowing that WD’s customers typically had about
two weeks of inventory on hand and distributors had about a four-week supply, WD
decided to reduce the impact on its customers by shifting production from Thailand to
Malaysia during the recovery period. To accomplish this, WD immediately ramped up
the Malaysian facilities to full capacity.11
• Reducing recovery time by saving submerged equipment. Recognizing that some critical
and heavy equipment was in 6-foot-deep floodwater and understanding that this
equipment could not be replaced quickly and cheaply, WD managed to get divers to
retrieve that submerged equipment. However, because the equipment was extremely
heavy, these divers had to unbolt the submersed machinery, dissemble it into different
pieces (kits) under water, and then move the kits to higher floors.12
• Maintaining consistent communication. WD developed a plan to communicate
information in a consistent and timely manner to all employees, all key suppliers, and all
WD units. A temporary small command center was initially set up at the Sofitel Hotel in
Bangkok, which was unaffected by the flood at the beginning. Later on, with support
from one of WD’s business partners, Siam Commercial Bank (SCB), WD moved its
command center to SCB’s central office in Bangkok. This was the location where the
information from the frontline people at the flood site was received and communicated to
headquarters on a daily basis. Management also visited the site every few days to get
firsthand information and to provide support to the ground troops as needed. SMS
messaging was used as a means to keep the entire workforce informed of the recovery
progress. Also, WD headquarters in Irvine issued updated news on its website to ensure
that customers and investors were fully informed of the situation.
10 Sabayjai, S., “WD credits staff for turnaround after floods,” The Nation, April 23, 2012. 11 Source: TechCentral, “WD shifts operations to Malaysia in wake of Thai floods,” October 25, 2011. 12 Source: Romero, J., “The Lessons of Thailand’s Flood,” November 2012, Spectrum, IEEE.
Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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After the Flood – Speedy Recovery
To restore the inundated factory at the BPI estate and resume manufacturing operations as soon
as possible, the temporary office at the SCB headquarters building in Bangkok was also used as a
command center to manage the recovery operations in parallel. At the same time, all key
employees commuted to work during the recovery period, even though their homes were
flooded. Immediately after the flood receded at the BPI estate, WD began recovery operations,
which involved:
• Establishing a decontamination process. After the floodwater was removed, WD started
the decontamination process by spraying the entire interior of the facility with special,
non-hazardous chemicals to remove films of dirt, mildew, mold, grime, etc., from the
ceilings, walls, and air ducts prior to the demolition work.
• Restoration. Besides restoring the main power, WD assessed those kits retrieved by the
divers earlier. By reassembling the kits to rebuild various refurbished machines, WD
managed to salvage 80% of the equipment.
• Monitoring progress. SCB provided WD with computer hardware, phone lines, and
access to the Internet, albeit with limited bandwidth. WD’s IT department established a
line of communication with Corporate using “live meeting.” The command center
received daily, verbal reports from the frontline people at the sites and was able to keep
Corporate informed of progress and the recovery plan.
• Coordination and communication. WD worked with its suppliers to ramp up production
in Malaysia to reduce the impact on customers. Besides continued communication with
different stakeholders, WD hosted a four-day seminar for over 20,000 employees at
Thammasat University (Rangsit campus) in Thailand to ensure that WD employees
received updates and the company’s recovery plans.
Joe Bunya and Christopher TangTeaching Case UCLA Anderson School of Management
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The Sun Shines Again
Strong leadership and well-executed contingency and recovery plans helped WD’s BPI plant to
be re-opened by President and CEO Coyne on November 30 just 46 days after the plant closure.
That was weeks ahead of the internal schedule. This speedy recovery can be seen as
phenomenal, especially when considering that many companies, including Honda, took 6 months
to recover. To recognize the resilient response and speedy recovery at the BPI plant, all 2,500
WD Presidential Awards in 2011 were given to various WD employees in Thailand.
WD’s production capacity had been affected significantly at the end of 2011. As reported in IHS
iSuppli Research in February 2012, WD shipped 28.5 million HDDs in the fourth quarter of
2011, which was about half of the 52.2 million HDDs it shipped in the same quarter the year
before. As such, WD slipped to the number two spot after Seagate at the end of 2011. Even
though WD reported that the flood in 2011 cost the company US$199 million, WD managed to
restart its slider production in January 23, 2012.
While investors were concerned about the earnings of WD, their concerns were lifted when the
price of HDDs continued to rise as the supply of HDDs fell in 2011. The underlying reason was
that, even though Seagate’s factory in Thailand was not affected, there was a shortage in the
supply of the components for hard disk manufacturing because many hard disk components
suppliers in Thailand were also flooded. As a result, there was a 29% reduction in the number of
HDDs produced in Thailand in the fourth quarter of 2011. As the supply of HDDs fell, the
average HDD price increased from US$51 to US$66: a 30% increase in the same quarter. As
reported by IHS iSuppli in June 2012, the price of HDDs will remain high until 2014.
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WD recovered faster than industry analysts expected. By the end September 2012, WD’s
operations in Thailand were restored to the pre-flood level. This great news has major potential
effects. Firstly, shipments would increase as more customers have stronger confidence in WD.
Secondly, as the selling price of HDDs is “sticky,” WD’s revenue and profit would continue to
rise. Moreover, in the second quarter of 2012, WD had completed the acquisition of Hitachi’s
hard disk division. WD also set a new record by shipping more than 71 million HDDs with over
US$4.8 billion in revenue and earned a record profit of US$745 million (Exhibit 2).
Furthermore, as investors regained confidence about WD, the company’s stock price bounced
back to the pre-flood level despite drops in stock prices during the flood period.
After suffering from serious flood damage in Thailand in October 2011, it is remarkable that WD
reclaimed the number one spot in the HDD market by the end of the second quarter of 2012.
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Upon reflection, WD’s SVP Bunya remarked: “The resilient response and speedy recovery at the
WD plant in Thailand is a strong reflection of the core values formed and nurtured by President
and CEO John Coyne: Passion, Action, Productivity, Perseverance, Innovation, Integrity and
Teamwork – PAPPII TWO (Together We Outperform). These values were the foundation of
WD’s successful recovery from the 2011 flood.” 13
Looking ahead, WD is wondering about the following issues:
1. While the response and recovery were successful in fighting the flood, is there something
WD can do to improve its Business Continuity Plan?
2. Should WD rely only on the Thai government and the BPI estate to control flooding? If
no, then what shall WD do?
3. Knowing that Thailand is prone to floods, should WD consider shifting its production
elsewhere?
13 Source: “Western Digital: Flood Response and Recovery,” Journal of the American Chamber of Commerce in
Thailand, Vol. 1, 2012.
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Exhibit 1. Recent mergers and acquisitions in the HDD industry.
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Exhibit 2. Income Statement of WDC (as of September 2012)
Source: Investing Business Week Research, accessed December 2012.
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Joe Bunya and Christopher Tang Teaching Case UCLA Anderson School of Management 1 | Page
January 2013
Resilient Response and Recovery at Western Digital:
After the Thai Flood1
As raging floodwater rushed through various broken spots along the dike at the Bang Pa-in (BPI)
industrial estate, which is located approximately 40 miles north of Bangkok and 5 miles south of
Ayutthaya in the Chao Phraya River basin, the BPI estate flood-fighting team had to retreat for
their own safety on October 15, 2011. Throughout the night, heavy rain continued to fall and
strong floodwater kept rising. All factories within the BPI estate became flooded.
At daybreak on October 16, Joe Bunya (SVP, Hard Disk Operations Asia, WD (a Western
Digital company) and his management team toured their
