When Ashmark Corporation's largest supplier, Red Star Castings (Red Star), was forced to declare bankruptcy, Ashmark had to develop and implement a contingency plan, while also appeasing its customers, who were growing increasingly impatient for their parts to arrive. Since Red Star closed, Ashmark had been late on 200 units of production due to missing components. Although this figure represented less than 1 per cent of the company's total monthly shipments, things were likely to get more difficult, especially with the loss of key employees due to the stressful situation. In addition, the new supplier was having trouble bringing the tooling online, there were delays in the qualification and testing process, and the modest amount of inventory built up in advance of the bankruptcy had diminished. As Ashmark looked to move forwards, it would need to develop a much better sense of how to manage supply chain risk. Case Study: Ashmark Corporation: Dealing with Supplier Disruption by Brent B. Moritz & Christopher W. Craighead Instructions: This case study examines the relationship between a Tier 1 and a Tier 2 supplier. Ashmark Company is a Tier 1 supplier that relied heavily on Red Star, the Tier 2 supplier for parts needed