ABSTRACT
On September 11, 2001, the world was engaged in free‐flowing trade. Supply lines were for the most part open and running smoothly. The entry describes the impact of the 9/11 attacks on supply chain executives. Disruption from a terrorist threat was not anticipated. No “contingency planning” or “disaster programs” were in place. The author observes that such plans could have provided a plan of action to mitigate the occurrences that would follow and continue to disrupt global supply chains.
