Core Viewpoint - The article discusses how a fire at a semiconductor factory in New Mexico in 2000 triggered a crisis that reshaped the chip supply chain and significantly impacted the competitive dynamics between Nokia and Ericsson in the early 21st century [1][6]. Group 1: Incident Overview - On March 17, 2000, a lightning strike caused a fire at a Philips semiconductor factory, leading to significant damage, including the destruction of silicon wafers capable of producing thousands of mobile phone chips [2][3]. - The factory suffered extensive water damage due to the automatic sprinkler system, contaminating millions of chips stored in a clean room [2][3]. Group 2: Company Responses - Nokia effectively managed the crisis by quickly identifying supply issues and deploying a team of 30 managers to develop solutions, including redesigning chips and expediting production [3][4]. - In contrast, Ericsson was slower to respond and lacked alternative suppliers for critical RF chips, resulting in a loss of potential revenue estimated at $400 million [4][5]. Group 3: Financial Impact - Ericsson reported a loss of 16.8 billion Swedish Krona (approximately $1.6 billion) in its mobile phone division due to component shortages and operational missteps, leading to a 13.5% drop in its stock price [5][6]. - Following the fire, Ericsson's stock price fell by 14% within hours of disclosing the losses, and it continued to decline, dropping about 50% from pre-fire levels [5][6]. Group 4: Market Dynamics - Nokia capitalized on Ericsson's difficulties, increasing its market share from 27% to 30%, while Ericsson's share fell from approximately 12% to 9% [6]. - The fire ultimately solidified Nokia's position as a dominant player in the mobile phone market, while Ericsson's mobile division faced decline and eventual outsourcing of its manufacturing [6]. Group 5: Lessons Learned - The incident highlighted the importance of risk management and the dangers of relying on single suppliers, as well as the need for companies to maintain flexibility and redundancy in their supply chains [7][8]. - The article emphasizes that many supply chain disruptions stem from internal decisions, such as inadequate contingency planning and inventory management [7][8]. Group 6: Broader Implications - The complexity of global supply chains has increased, with companies facing various risks, including natural disasters and geopolitical tensions, which can lead to significant financial impacts [8][9]. - Companies are now reconsidering their global strategies, with some adopting a "continent strategy" to enhance geographical redundancy, despite the higher costs involved [9][10].