Next, she convinced two competitors — Medtronic and Philips — to share their chip stockpiles under a temporary humanitarian swap. Antitrust law be damned; she had a former FTC counsel draft a “disaster mutual aid” memo in six hours.
She called Dr. Hamid at the Malaysian supplier. “Can you certify work-in-progress chips that are undamaged?” Yes — 40% of the flooded lot was above water level. She chartered a refrigerated barge to retrieve them. Simultaneously, she contacted a boutique logistics firm in Thailand that specialized in “cross-dock emergency bridging” — a concept she’d mocked as overpriced. Now it was a lifeline.
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“Then we lose $200M in hospital contracts by missing delivery windows,” he shot back. “Pick your poison.”
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Maya Vasquez had always loved the quiet hum of the supply chain control room. At 29, she was the youngest Director of Global Logistics at Axiom Electronics, a mid-sized manufacturer of medical devices. The wall before her displayed a live digital twin of their end-to-end network — from rare earth mines in Chile to assembly lines in Penang, to warehouses in Rotterdam and hospitals in Chicago.
The first alert came at 3:14 AM Singapore time. The Kampar River, swollen by unprecedented monsoon rains, had burst its banks. Within hours, the industrial park in Batu Kawan — home to Axiom’s sole supplier of neuro-sensor microchips — was under six feet of water. Hamid at the Malaysian supplier
Maya’s phone erupted. Production halt in Penang. No chips, no cardiac monitors. Axiom had exactly 12 days of inventory buffer. Hospitals had 30-day contracts.