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.”
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.