Nissan's De la Torre advocates for timely and effective action, explaining a four-pronged strategy focused on real-time resilience throughout the Americas

Nissan Group of Americas is embarking on a comprehensive digital transformation of its supply chain management, with a focus on building resilience and agility. The strategy, led by Miho Goto, is anchored in four pillars: people and skills development, data and analytics, regionalization and system reintegration, and risk sensing and resilience.

People and skills development is at the heart of Nissan's transformation. The company is investing in its employees' capabilities to harness new digital tools and generate actionable insights. This investment extends to the Manufacturing Cybersecurity Supplier Program (MCSP), which is both structured and adaptive, shaped by supplier collaboration, risk analytics, and AI-powered monitoring.

Data and analytics are central to Nissan's strategy, with the company building a robust data infrastructure centered on a data lake. Tier-N visibility and digital compliance tools are key components, allowing Nissan to proactively manage disruptions, ensure legal compliance, and validate origin declarations. The Tier-N Sourcing Data Platform, a crucial tool in this arsenal, has achieved high supplier engagement, with over 94% of MFG parts suppliers in the Americas voluntarily onboarding.

De la Torre, a key figure in Nissan's transformation, emphasizes the role of humility, confidentiality, and talent retention as cultural cornerstones to overcoming challenges. He regularly engages in weekly deep-dive reviews with team members to ensure visibility and accountability.

Nissan has updated its official policies, including a newly ratified SCM policy that codifies the company's commitment to human rights. The company has also integrated South America into its supply chain organization, particularly Brazil, as part of a regionalization model.

Supply chain compliance is evolving into a competitive differentiator, driven by cross-functional leadership and data centralization. Nissan has partnered with third-party analytics providers to enhance Tier-N visibility from external perspectives. The company has also established the Nissan Supply Chain Compliance Steering Committee to provide strategic alignment and oversight across regional and global teams.

Risk sensing and resilience involve embedding proactive risk management into Nissan's operational DNA. The Tier-N Sourcing Data Digital Platform provides a comprehensive view of the supplier ecosystem, helping Nissan anticipate and mitigate risks. The MCSP survey helps identify high-risk suppliers before vulnerabilities escalate into disruptions. Nissan even partners with a security provider that monitors the dark web for signs of potential breaches.

As Nissan turns its attention to next-generation technologies, most notably AI and digital twins, it continues to strive for a supply chain that is resilient, agile, and grounded in a philosophy of leadership grounded in humility, clarity of purpose, and relentless commitment to people.

Nissan's De la Torre advocates for timely and effective action, explaining a four-pronged strategy focused on real-time resilience throughout the Americas