Under attack: why transport and logistics is a prime cyber target
The transport and logistics sector stands at a critical juncture in the evolving cyber threat landscape. This industry faces unique vulnerabilities and far-reaching consequences from cyber attacks, demanding urgent attention from leaders, boards, and operational teams alike. In our podcast, Chris Powell, Partner at Weightmans, and Cal McGuire, Partner at CyXcel (a Weightmans business), discuss the escalating cyber risks facing the UK transport and logistics sector, the impact on supply chains and consumers, and key strategies for building cyber resilience. Watch on demand here.
The sector’s critical role and its appeal to cybercriminals
Transport and logistics underpin the functioning of entire economies. When a firm in this sector is compromised, the ripple effects can extend far beyond its own operations, impacting supermarkets, hospitals, manufacturers, and ultimately, end consumers. The recent Jagaur Land Rover data breach is a prime example of this, with the incident assessed to be the costliest in UK history at nearly £2 billion.
Cybercriminals are acutely aware of this leverage; by targeting these organisations, they can disrupt supply chains and exert pressure for ransom payments, knowing that the stakes are exceptionally high. Moreover, the sector’s historical underinvestment in cybersecurity and IT infrastructure has left many organisations reliant on outdated systems, often with vulnerabilities that are easier for attackers to exploit. The interconnected nature of logistics, where data must flow between multiple third parties, further amplifies the risk, creating multiple points of entry for malicious actors.
Technology alone cannot safeguard organisations, however. Vulnerabilities exist not just in systems, but in people and processes. Many attacks succeed due to simple human error. For instance, clicking on a phishing link or failing to recognise a fraudulent request. Building cyber resilience requires comprehensive training and awareness at every level, from the mailroom to the boardroom. A culture of vigilance, supported by regular education and clear governance structures, is essential.
Recognising the transport and logistics sector’s slow progress in building its cyber defences, there has been a significant shift in attacker behaviour. While financial services and banking were once prime targets due to their deep pockets, these sectors have responded with robust cybersecurity investments. As a result, attackers now focus on industries like transport, logistics, manufacturing, and healthcare, sectors with less mature defences but sufficient cash flow to make ransom demands worthwhile. This strategic pivot has placed transport and logistics squarely in the crosshairs.
What should the transport and logistics sector do to build cyber resilience?
To prevent attacks, organisations must implement strong technical controls: robust passwords, multi-factor authentication, regular software updates, and effective monitoring tools. However, technical measures must be complemented by governance, clear processes for identifying risks, maintaining up-to-date controls, and ensuring supply chain partners adhere to cybersecurity standards. Continuous improvement is vital, as cyber risks evolve rapidly.
1) Create robust cyber incident response plans
Preparation is critical. Organisations need robust incident response plans with clearly defined roles, decision-making protocols, and communication strategies. They should be ready to notify regulators, customers, and the public using pre-approved guidelines and messaging. Technical resilience is equally vital. Isolated backups and rapid system restoration capabilities can make the difference between recovery and prolonged disruption.
Regular tabletop exercises and crisis simulations help leadership teams understand their responsibilities, stress-test processes, and uncover gaps before a real incident occurs. Ultimately, the ability to respond swiftly and transparently is key to minimising reputational damage and avoiding regulatory penalties.
2) Manage supply chain risk
Managing third party risk is a cornerstone of resilience. Contracts must include provisions for data protection and cybersecurity, with regular recertification of suppliers to ensure risk profiles remain accurate. Organisations must also plan for continuity, alternate suppliers, stockpiles, and contingency arrangements, to mitigate the impact if a critical partner is compromised.
3) Understand the regulatory landscape
Regulation is intensifying, both in the UK and globally. Initiatives like NIS2 and DORA require organisations to understand and manage cyber risk within their supply chains. UK regulations mirror these standards, obliging firms to evidence their risk management and supply chain assurance. The sector’s handling of personal and sensitive data, ranging from customer information to telematics and biometrics, further heightens regulatory and reputational stakes.
4) Make cyber a boardroom priority
Cyber risk is not just an IT issue, it is a fundamental business risk that demands board-level attention. Leadership teams must take ownership, drive a culture of resilience and ensure that cyber risk is integrated into strategic decision-making. Experiencing an attack or participating in crisis simulations often crystallises this understanding, highlighting the operational and emotional challenges leaders face.
Conclusion
The transport and logistics sector is among the highest-risk industries for cyber incidents, with consequences that reverberate across the economy, as evidenced by the recent Jaguar Land Rover incident. Yet, many organisations still have work to do in strengthening their defences, governance, and culture. Now is the time for leaders to prioritise cyber resilience. They need to invest in technology, training, supply chain resilience, and incident preparedness. By doing so, they can safeguard their operations, protect their reputation, and ensure continuity in an increasingly hostile cyber threat landscape.