[BCM] [MM] [C2] Understanding Your Organisation: Mitsubishi Motors Malaysia

Thriving Through Crisis: Mitsubishi Motors Malaysia’s Approach to Business Continuity

Chapter 2 Understanding Your Organisation: Mitsubishi Motors Malaysia

In an era of volatility—from global supply chain disruptions to economic uncertainty—organisations must anchor their resilience strategies in a profound understanding of their identity, operations, and ecosystem.

This self-awareness is strategic and existential for Mitsubishi Motors Malaysia (MMM), a subsidiary of one of the world’s most iconic automotive brands.

This chapter, Understanding Your Organisation: Mitsubishi Motors Malaysia, serves as the cornerstone of the eBook Thriving Through Crisis.

It aligns with ISO22301’s mandate to contextualise Business Continuity Management (BCM) within the organisation’s unique realities.

The automotive industry, particularly in Malaysia, is a high-stakes arena shaped by regulatory complexity, technological disruption, and shifting consumer preferences.

MM’s role as a manufacturer and distributor demands a dual focus: safeguarding localised operations, such as its Pekan Plant, while navigating dependencies on global supply chains and international market trends.

This chapter dissects MM’s mission, vision, and operational framework to reveal how its core values—innovation, integrity, and environmental stewardship—intersect with its continuity priorities.

By mapping its stakeholder landscape, regulatory obligations, and risk profile, the chapter illuminates why a “one-size-fits-all” BCM approach would fail. Instead, it underscores the need for strategies tailored to MM’s role in Malaysia’s automotive ecosystem, from sustaining production during semiconductor shortages to maintaining dealer trust amid economic downturns.

Readers will gain clarity on how organisational context shapes continuity planning, ensuring MMM not only survives crises but thrives through them.

Purpose of the Chapter

This chapter establishes the foundational knowledge required to design and implement a robust Business Continuity Management System (BCMS) under ISO22301, emphasising the necessity of understanding Mitsubishi Motors Malaysia (MMM) as an organisation.

By dissecting MM’s mission, operations, stakeholder ecosystem, and regulatory landscape, readers gain critical insights into its unique resilience drivers.

The chapter underscores how aligning BCM planning with organisational context—such as local manufacturing dependencies, supply chain vulnerabilities, and evolving market demands—ensures targeted risk mitigation and safeguards MM’s reputation, customer trust, and operational viability during disruptions.

The objective is to give readers a holistic view of MM’s structure and priorities. This enables them to identify continuity-critical functions, anticipate stakeholder expectations, and contextualise risks within Malaysia’s automotive sector.

By the chapter’s conclusion, readers will recognise how ISO22301’s “Context of the Organisation” requirements translate into actionable strategies for protecting MMM’s value chain, from production at the Pekan Plant to nationwide dealer networks.

This understanding is the bedrock for subsequent chapters, which delve into risk assessments, recovery planning, and crisis response frameworks tailored to MMM’s realities.

Historical Background

Established as a Mitsubishi Motors Corporation (Japan) subsidiary, MM has been a key player in Malaysia’s automotive sector for decades. Since its inception, the company has prioritised innovation, quality, and customer trust, adapting to Malaysia’s evolving economic landscape.

Understanding this legacy highlights MM’s commitment to longevity and resilience—a mindset critical for business continuity planning.

Mission, Vision, and Core Values

Mission: Deliver reliable, innovative vehicles and services that exceed customer expectations.
Vision: Lead Malaysia’s automotive future through sustainable mobility solutions.
Core Values: Integrity, Customer-Centricity, Innovation, and Collaboration.

Link to BCM: These principles guide decision-making during crises. For instance, prioritising customer-centricity ensures service continuity even in disruptions, while innovation drives adaptive recovery strategies.

Organisational Structure

MMM’s operations are supported by interdependent departments, each critical to business continuity:

Sales & Marketing: Drives revenue and brand loyalty.
Supply Chain & Manufacturing: Ensures parts availability and production efficiency.
After-Sales Service: Maintains customer trust through maintenance and repairs.
IT & Digital Infrastructure: Manages cybersecurity and operational systems.
HR & Finance: Sustains workforce well-being and financial stability.

Link to BCM: Identifying these functions helps pinpoint vulnerabilities. For example, disruptions in the supply chain could halt production, necessitating backup suppliers or inventory buffers.

Products and Services

MM’s portfolio includes:

Passenger Vehicles: SUVs (e.g., Xpander, Triton), sedans, and electric/hybrid models.
Commercial Vehicles: Trucks and buses for industrial clients.
After-Sales Solutions: Spare parts, warranties, and 24/7 roadside assistance.

Link to BCM: Prioritising continuity for high-demand products (e.g., commercial vehicles for logistics clients) ensures minimal revenue loss during crises.

Market Position and Competitive Landscape

As a mid-tier player competing with Perodua, Proton, and Toyota, MMM differentiates itself through durability, after-sales excellence, and SUV niche leadership. Market fluctuations, regulatory shifts (e.g., emission standards), and consumer trends (e.g., EV adoption) pose risks and opportunities.

Link to BCM: Scenario planning for economic downturns or regulatory changes ensures agile responses, safeguarding market share.

Stakeholder Ecosystem

Key stakeholders include:

Customers: Expect uninterrupted service and product availability.
Employees: Require safe workplaces and clear crisis communication.
Suppliers/Dealers: Critical for distribution and manufacturing.
Regulators: Compliance with MITI, environmental, and safety standards.
Partners: Banks, logistics firms, and technology providers.

Link to BCM: Mapping stakeholder dependencies (e.g., supplier lead times) informs contingency plans, such as diversifying suppliers or pre-approving emergency financing.

Legal and Regulatory Considerations

MM adheres to:

Malaysia’s Automotive Policy and emission regulations.
Data protection laws (e.g., PDPA) for customer information.
ISO22301’s requirement for documented recovery objectives.

Link to BCM: Regulatory compliance is woven into continuity plans, ensuring audits and certifications remain intact post-disruption.

Summing Up …

Understanding Mitsubishi Motors Malaysia is not merely an academic exercise—it is the bedrock of resilient, actionable Business Continuity Management (BCM).

This chapter has unravelled the intricate tapestry of MM’s identity: its mission to drive sustainable mobility, its reliance on the Pekan Plant as a manufacturing lifeline, and its vulnerability to global supply chain shocks.

By aligning ISO22301’s principles with MM’s operational realities, the chapter demonstrates how continuity planning must evolve with organisational priorities, whether mitigating risks from regulatory shifts or capitalising on Malaysia’s electric vehicle (EV) transition.

As readers progress through this eBook, the insights from this chapter will serve as a compass. They reveal why protecting critical functions—such as CKD kit assembly or nationwide dealer support—is non-negotiable for maintaining customer loyalty and corporate viability.

Equally, the chapter underscores that resilience is not static; it requires anticipating stakeholder expectations, from employees demanding workplace safety to regulators enforcing emissions standards.

By closing with a clear link to ISO22301’s “Context of the Organisation” requirements, the chapter bridges theory and practice, setting the stage for deeper dives into risk assessment, recovery tactics, and leadership frameworks.

Ultimately, it reinforces that for MMM, business continuity is not about avoiding disruption but mastering the agility to adapt, ensuring the company remains a trusted pillar of Malaysia’s automotive future.

More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].