WHEN THE SUPPLY CHAIN STOPS / EVIDENCE

Sources, by chapter

By · Published

These references retain the PDF’s source numbering. The dates and estimates belong to the cited reports. The controlled demonstration is a NetOps IQ account; illustrative scenarios are labeled separately.

Chapter 2: When the Shelves Start to Empty

  1. United Natural Foods detected unauthorized activity on June 5, 2025, took systems offline, and said the incident temporarily affected its ability to fulfill and distribute customer orders.

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  2. Missed deliveries and shortages at a New York grocery chain and at bakeries; UNFI's estimate that the incident would cut fiscal 2025 net sales by about $350 to $400 million.

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Chapter 3: The Real Cost Is the Work That Stops

  1. Marks & Spencer paused online clothing and home orders on April 25, 2025 and resumed after 46 days.

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  2. M&S's manual processes, additional waste and logistics costs, reduced food availability, and an estimated impact of around £300 million on Group operating profit for 2025/26 before mitigation.

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  3. UK production suspended for about five weeks, phased restart from October 8, 2025, and a modelled UK financial impact of £1.9 billion (range £1.6 to £2.1 billion) across more than 5,000 UK organizations. An independent estimate of the wider UK impact, not JLR's own loss. JLR's £485 million loss before tax and exceptional items for the quarter to September 30, 2025, and £196 million of costs relating to the cyber incident. Normal output of about 1,000 cars a day.

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Chapter 7: Stop the Attack Without Stopping the Operation

  1. West Pharmaceutical Services detected an intrusion on May 4, 2026, found that certain data was exfiltrated and certain systems encrypted, and took systems offline globally for containment.

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  2. West reported that it was fully operational across manufacturing, supply chain, and commercial sites.

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Chapter 8: The Cold Chain Can’t Wait

  1. Americold began receiving evidence of a cybersecurity incident on April 26, 2023, and took operations offline to secure its systems.

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Chapter 9: Ten Minutes With the COO

This chapter reuses note 2, note 4, and note 5.

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