Logistics leaders need to assess risk, build up defenses, and remain vigilant as cybersecurity threats intensify. Here’s how to make sure you’re on the right path.
Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
Logistics industry leaders are sharpening their focus on cybersecurity as supply chains become more connected and digitized—and as threats from cybercriminals intensify in nearly every sector of the economy. Cyberthreats were listed as one of the top three business concerns among 1,200 companies surveyed by global insurance firm Travelers this fall in the leadup to national Cybersecurity Awareness Month, observed each October. The results echoed data from a Gartner survey earlier this year that showed a heightened focus on the topic in supply chain circles: 60% of nearly 500 supply chain organizations surveyed said that by 2025, they will use cybersecurity risk as a “significant determinant” in conducting third-party transactions and business engagements.
The topic is front and center in logistics largely because the supply chain is a prime target for cybercriminals, according to Dan Matney, a senior solutions architect and cybersecurity expert at supply chain consulting and technology firm enVista. Logistics and transportation companies are especially vulnerable because they can’t afford the downtime and delays that an attack or security breach brings, making them susceptible to hackers’ demands in order to get back up and running.
“We’re seeing very standard cybersecurity threats across pretty much all businesses, but the impact to logistics and transportation [is considerable]. That’s why [attackers] try so much harder in this industry,” Matney says, emphasizing the impact of costly disruptions that can have ripple effects throughout the economy.
Manufacturers are prime targets as well, and for similar reasons, explains Kirstin Simonson, cyber lead for global technology at Travelers.
“In many cases, a manufacturer’s systems need to be kept up and running 24/7/365. A cybercriminal could, for instance, use a malware attack to shut down systems to prevent a manufacturer from operating at all and disrupting the larger supply chain,” she says. “The cybercriminal could then request a significant ransom to restore the manufacturer’s operating systems.”
With the stakes so high, experts say it’s more important than ever to shore up your company’s cyber defenses. Here are three ways business leaders can make sure they’re on the right path.
ASSESS YOUR RISKS
The proliferation of technology on the manufacturing floor, in the warehouse, and on the road only exacerbates the risk of a cyberincident, as it creates more access points for cybercriminals to launch their attacks.
“Anything that’s connected to the internet can be hacked, and with the increase in internet-connected sensors, automated machines, industrial internet of things networks, industrial control systems, [and so forth], each of these creates a potential vulnerability or risk factor,” Simonson explains, adding that cybercriminals will leverage known vulnerabilities and look for areas they can compromise using methods such as phishing and malware. Phishing is an attack via email, phone, or text designed to lure people into giving up sensitive data or access to accounts or IT systems; malware is software that is intentionally designed to disrupt a computer, server, or network.
The experts at enVista point to other methods used to attack transportation, logistics, and manufacturing industries: ransomware, which involves encrypting sensitive data and systems and holding them hostage until a ransom is paid; distributed-denial-of-service (DDoS) attacks, which overwhelm a system’s resources, rendering it inaccessible to legitimate users; and man-in-the-middle (MitM) attacks, in which hackers intercept communications between two parties, gaining unauthorized access to sensitive data.
The first step in avoiding any of these attacks is to conduct a cyber-risk assessment, which can be done in partnership with IT vendors, a technology consultant, or an insurance provider. Simonson describes this as a process of identifying the critical points in a company’s network so that managers “know what you have and what you need to protect.” This includes identifying where all those access points are within the organization.
Matney agrees, adding that: “If you don’t have that first step, all the other implementations beyond that are pretty useless.”
It’s also important to conduct a third-party risk assessment, as the Gartner survey points out. This means working with vendors and other business partners to make sure they have adequate cybersecurity measures in place and contractual language outlining standards and how they will be enforced.
Taking that first step is becoming increasingly important: Nearly a quarter of companies in the Travelers survey said their company had suffered a cyberattack, with almost half of those occurring in the past 12 months.
BUILD YOUR DEFENSE
The next step on the cybersecurity journey is making sure you have tools in place to protect against an attack—firewalls, antivirus software, encryption technology, and the like—and that all software and systems are up to date, which can help keep cybercriminals from exploiting IT weaknesses.
Physical security and access control are vital considerations as well.
“Whenever you’re dealing with getting into your building, that’s one layer. But past that front door, think about how [people can gain access] to critical information—the server room or the ability to plug into a port in the wall and [get] on the network, for example,” Matney explains. “Those are things folks don’t think about. Access control and physical security are the basics before we get into different technologies [for detecting and responding to potential threats].”
Simonson agrees, emphasizing the importance of making sure those who need access to secure systems have it—and that those who shouldn’t have access don’t. This means developing identity and access management plans as well as password management protocols. Those steps could include multifactor authentication, which adds a layer of protection for accessing vital systems, platforms, or applications; essentially, the process asks users for a third identification factor—an access code to be entered after a user name and password have been provided, for example—before a user can gain access to the system.
Building a defense can also include the installation of solutions such as endpoint detection and response technology, which monitors the physical devices connected to your company’s network to detect suspicious activity and respond to threats.
Companies should factor all of this work into a comprehensive incident response plan.
“This is no different than if you live in a fire-prone area or hurricane-prone area,” Simonson explains. “You build some kind of business resilience plan for that. [A similar plan] needs to be in place for a cyberevent as well.”
Many companies have a long way to go before they reach these goals, however. The Travelers survey showed that at least 25% of businesses have not taken essential steps, such as installing a firewall or virus protection and implementing data backup and password update protocols. A larger percentage say they don’t use endpoint detection and response (64%), don’t conduct cyberassessments for vendors (57%) or customers’ assets (56%), don’t have an incident response plan (50%), or don’t utilize multifactor authentication for remote access (44%).
EDUCATE, AND DON’T LET UP
Employee awareness is an important part of the defense strategy as well, and the good news is that most professionals say they understand the growing risk of cyberthreats in the workplace: 81% of respondents to the Travelers survey said they feel that having proper cybersecurity controls in place is critical to the well-being of their company, up from 78% last year and 69% in 2018.
Companies should capitalize on that awareness with proper training. For instance, enVista advises companies to regularly educate workers about cyberthreats, phishing scams, and best practices for secure online behavior, Matney says, adding that insufficient training and bad habits are all it takes for an attack to slip through the cracks in your defense system.
“A lot of the attacks [in this industry] are through phishing and bad links that have compromised an entire network,” Matney says. “[A lack of] training and awareness are probably the weakest links.”
Simonson adds that it’s important to get the entire organization involved in the cybersecurity mission—and to continually educate, evaluate, update, and adjust your company’s strategy.
“Everyone has a role to play in a holistic approach to cybersecurity,” she says, adding that cyberattacks will only intensify as companies take a defensive position because criminals will step up their efforts to find ways around those defenses. “This isn’t something you can build a strategy for today, put it on a shelf, and it will magically work for the next five years. Companies need a living approach to cyberhygiene and cyberawareness. Fortunately, there are tools and information out there that can help.”
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."