Imagine yourself in a critical business meeting a year from now at the company you have placed or likely to place a job (or at a company of your summer internship). Consider a specific source of supply chain disruption for this company that Kaku and Kamrad would categorize as a low-frequency, high-impact, external event (quadrant III). Suppose this potential yet distant disruption is the only topic of the meeting and your boss wants to know what - if anything - to do t it. What sort of supply chain redundancy or flexibility would you recommend the company build? How would you justify investing big sums of money to plan for something as rare as this event? You know your boss will grill you on it; so, what sort of preparation will you have under your fingertips? Please describe the disruption scenario, your recommendation, and the type of analysis you would prepare.