Resilience has become a board-level priority in today’s supply chain landscape. While much attention is rightly given to geopolitical disruption, climate change, and raw material shortages, one risk is still frequently overlooked: financial instability in the software supply chain. As digital operations increasingly rely on third-party platforms, supplier fragility – driven by unpredictable and unpreventable economic pressures – is becoming a critical vulnerability that must be addressed.

From logistics and inventory systems to order management and supplier portals, critical applications form the backbone of modern supply chains. Yet many of the applications powering these operations are developed and maintained by small, specialist vendors with business models that can be fragile and volatile. The threat of supplier failure, degradation of service, or sudden end-of-life decisions is growing, and it’s one that traditional risk assessments often miss. Startup failures rose by over 25% in 2024, with many enterprise SaaS providers among them. If you haven’t yet considered the threat of a supplier failure on your own operation and the disruption it may cause, you have a significant risk hiding in plain sight.

Why software vendor fragility matters

Unlike physical disruptions, which tend to be visible and simpler to quantify, financial instability can quietly accumulate in the background – and should it crystalise, present a severe but plausible risk. A missed software update, a key developer leaving, or a product line being quietly wound down can all trigger significant operational disruption. This type of risk is often difficult to detect until the effects are already being felt. There have been some very high-profile examples of this happening in recent times, the collapse of Sungard Availability Services being one such case. 

The worrying thing is that economic shocks in the software supply chain cannot always be stopped or sidestepped. Even large companies are not immune to service deterioration, particularly in the age of cloud and SaaS. These platforms are typically built for availability and security. However, they aren’t always designed to ensure business continuity for their clients. Ultimately, it is the responsibility of the end user to mitigate the risk of supplier failure. It’s the end user that needs to plan ahead, build protections, and maintain resilience. Even if the supplier can’t be. 

Adding further complexity is concentration risk. The frequent acquisition of smaller tech vendors by larger firms in a buoyant tech market often results in sudden changes to product focus, support levels, or platform continuity. These changes can reshape supply chain dependencies quickly, introducing risks that are difficult to anticipate. So, a complex picture begins to emerge. 

A gap in resilience thinking

Unfortunately, these are not theoretical concerns. Within finance, frameworks like DORA and PRA specifically highlight supplier fragility, service degradation and concentration risk as resilience issues. Now, if these are recognised risks in an industry known for its control and scrutiny, surely they must be just as significant (not to mention damaging) in other sectors where operational downtime affects fulfilment, reputation or customer trust.

However, continuity planning and procurement practices across many industries have yet to address these realities. The level of consideration to these risks across different sectors is varied at best – likely non-existent in some others. Too often, contracts do not establish controls such as access to source code or recovery rights if a supplier ceases operations. Many services were not developed with supplier failure in mind, leaving organisations to urgently rebuild essential functions – sometimes without the instructions.

In my work with regulated firms in financial services and their critical suppliers, I’ve seen how even seemingly stable suppliers can quietly exit the market. The warning signs are often small. They could be slower updates or reduced communication. But often, by the time it’s recognised as an issue, the impact is already being felt. This risk deserves greater attention in resilience planning.

Procurement: where third party risk management begins

These risks can be mitigated with action – best taken as early as possible. In an ideal world, resilience planning should start at onboarding, assuming critical supplier failure by default. Procurement has become a key function in safeguarding continuity. It ensures contracts include appropriate risk controls and embeds ‘resilience by design’ from the outset.

One widely adopted approach is software escrow. This involves securing access to the source code, documentation and development materials for essential software through a neutral third party. Should the supplier fail, or support be withdrawn, the organisation retains the ability to maintain the software independently. This practice is well-established in regulated industries across the world – with uptake increasing too.

Another crucial step is ensuring the ability to carry out ‘stressed exits’. This means organisations must include contractual rights and practical measures that allow them to exit key supplier relationships in a structured and low-risk way.

AI’s impact on vendor resilience

Looking ahead, the growing use of AI in software products may disrupt traditional software providers. Vendors with narrow offerings could find their business models undermined and may face financial pressures as a result. This creates a different kind of risk, one based on strategic viability rather than technical failure.

Organisations should regularly assess the financial health and future plans of their suppliers. As these pressures grow, the case for building resilience into supplier relationships becomes even stronger.

Software failures can stall a supply chain just as effectively as a logistics breakdown. Businesses that aim to maintain continuity must start considering these digital risks alongside more visible ones.

It’s an uncomfortable truth, but one we must accept. Vendor failure is no longer a rare event, so preparing for it is essential.

HSBC’s latest study on the impact of international trade disruption revealed that 75% of logistics firms expect to be impacted by tariff changes, which tells a familiar story. When uncertainty strikes, the industry’s instinct is to batten down the hatches – delay investments, cut costs, and hope the storm passes.

But whilst most operators are pulling back, the most forward-thinking logistics providers are doing the opposite. They’re recognising that trade disruption isn’t a temporary blip to weather. Rather, it’s a fundamental shift that demands a completely different approach to how logistics operations are structured.

The traditional model – owning expensive, dedicated truck fleets and managing isolated systems for capacity, compliance, payments, and data – made sense in a stable trade environment. When supply chains were predictable and trade routes were fixed, having your own assets provided control and certainty.

Today, that model has become a liability. When trade patterns shift weekly and 28% of firms are delaying investments due to uncertainty (according to HSBC), being locked into fixed assets limits rather than enhances your ability to respond. The logistics providers thriving through this disruption are those rethinking their entire operational architecture.

The power of connected systems in logistics

The real opportunity lies in connecting the traditionally isolated components of the logistics puzzle. When capacity sourcing, compliance management, payment processing, and performance analytics work as an integrated system rather than separate silos, businesses gain something far more valuable than asset ownership: operational agility.

Consider what happens when these systems talk to each other. Real-time capacity data informs instant pricing decisions. Automated compliance checks enable rapid onboarding of new carriers when trade routes suddenly shift. Integrated payment systems eliminate the cash flow delays that can cripple operations during volatile periods. Performance analytics provide the insights needed to adapt quickly to changing market conditions.

This integration transforms how logistics providers respond to disruption. Rather than being constrained by the capacity they own, they can access on-demand resources precisely when and where needed. Instead of lengthy manual processes for vetting new partners, automated compliance frameworks enable rapid network expansion. And waiting weeks for payment reconciliation is replaced by integrated settlement systems maintain healthy cash flows even during turbulent times.

Platforms like TEG exemplify this approach. They combine carrier sourcing, compliance management, real-time execution, and automated payment processing in a single integrated system. This allows businesses to pivot quickly between different capacity sources whilst maintaining full operational control and visibility.

Resilience through flexibility

The HSBC study found that 21% of logistics firms are already reconfiguring their supply chains to match global demand. Others are sharing services to spread risk. These are exactly the right instincts, but they require the right technological foundation to execute effectively.

Traditional, asset-heavy operations struggle with this kind of rapid reconfiguration. How do you pivot to new trade routes when your trucks are committed to existing contracts? How do you rapidly scale capacity when your fleet is fixed? And, how do you ensure compliance with new international partners when your processes are manual and time-consuming?

Technology-enabled operations face none of these constraints. They can source capacity from diverse networks, automatically ensure compliance across jurisdictions, and maintain real-time visibility regardless of how complex their operations become. When trade patterns shift, they shift with them.

The competitive advantage

What we’re witnessing isn’t just a response to current trade uncertainty – it’s the emergence of a fundamentally more competitive operating model. Whilst asset-heavy competitors struggle with fixed costs and limited flexibility, technology-integrated operations can offer better service levels at lower costs precisely because they’re not constrained by physical infrastructure.

The logistics providers making this transition aren’t just surviving the current disruption – they’re positioning themselves to thrive in whatever comes next. Because in an increasingly uncertain world, the ability to adapt quickly isn’t just an advantage – it’s essential for survival.

The question facing every logistics provider today isn’t whether to invest in more assets, but whether to invest in the technology integration that makes assets irrelevant.

The global supply chain is evolving into a smarter, more adaptive ecosystem, connected digitally, end-to-end. 

However, 45% of supply chain leaders report more frequent disruptions since 2020. Geopolitical tensions, like the Red Sea shipping crisis, have disrupted trade lanes and supplier networks. Climate events such as flooding in Southeast Asia and wildfires in Europe have impacted agricultural outputs and logistics hubs. Demand spikes and post-COVID consumption shifts caught many companies off guard, straining inventory systems.

On top of this, regulatory pressure is rising. Frameworks like the EU’s Corporate Sustainability Reporting Directive (CSRD) and the U.S. Uyghur Forced Labor Prevention Act (UFLPA) are forcing firms to increase transparency and rethink sourcing practices.

In response, organisations are completely rethinking their supply chain strategies by moving away from rigid planning and manual processes toward smarter, more adaptive systems that can sense change and respond in real-time.

Autonomous optimisation at scale

AI in supply chains is rapidly evolving from basic anomaly detection and dashboarding, to prescriptive and autonomous decision-making. Most organisations have achieved real-time visibility, but the competitive edge lies in how decisions are made and acted upon.

Companies are moving beyond basic data visualisation to implement AI systems capable of evaluating trade-offs, predicting disruptions, and recommending optimal responses in real-time.

Imagine a ride-hailing network navigating the chaos of a busy city. With AI-driven risk intelligence and real-time location data, the system spots patterns early, redirecting drivers to keep things on time and delivering insights that help teams perform better while keeping risks in check. Thus, the smartest systems are anticipating, adapting, and improving outcomes across the ecosystem.

A new sourcing paradigm

Geopolitical instability and trade shifts have dramatically altered the risk calculus and forced a reassessment of global sourcing strategies. While reshoring continues to make headlines, the real shift is more nuanced: the rise of regionally distributed, hybrid supply networks that strike a balance between efficiency and resilience. Think of it as designing a mesh-like supply chain that lets companies dynamically pivot between local and global sources based on real-time risk, cost, and market conditions.

Companies are moving beyond traditional cost-focused models, adopting a holistic approach that evaluates factors such as political stability, regulatory exposure, lead times, and sustainability. Businesses are adopting strategies that also weigh supply risk, sustainability, and market access – reflecting a more comprehensive risk management approach.

The focus now is on building supply networks that can flex with uncertainty by staying close to demand when it matters most, and bouncing back quickly when things go off track. That means localising where it’s smart to do so – and staying agile everywhere else.

From visibility to strategic simulation

Digital twins, virtual replicas of physical supply chain assets or operations, are no longer confined to engineering and factory floors. They’ve evolved into real-time simulation engines spanning the entire supply network. These tools now play a central role in prescriptive intelligence, enabling demand sensing, inventory management, and logistics optimisation.

For example, a logistics network might use a digital twin to simulate rerouting during a port shutdown, whilst a retailer could model inventory shifts in real-time during a seasonal demand spike. These simulations help companies ‘stress-test’ their supply chain strategies before taking real-world action.

The market for supply chain digital twins is projected to reach $5.98 billion by 2030, reflecting their expanding role in enabling predictive and prescriptive decision-making.

Optimising for ESG and economics

The old trade-off between going green and staying lean doesn’t hold up anymore. Today, forward-looking businesses are weaving sustainability into how they operate, right from sourcing materials to planning deliveries.

Carbon data is now being fed into procurement and production models, not just to report impact, but to actively shape smarter, lower-emission decisions. In fact, 74% of supply chain leaders expect profits to increase through 2025 as a result of applying circular economy principles.

Hence, sustainability is evolving from a compliance obligation into a true performance driver and, for many, a source of competitive advantage.

Breaking the silos

There’s no doubt that collaboration has become a performance multiplier. Organisations are increasingly partnering to share logistics infrastructure, supply capacity, and even real-time data and predictive intelligence. These collaborations are helping unlock synchronised planning and inventory precision, previously unattainable in siloed operations.

You could compare it to running a supply chain operation like a well-rehearsed routine where manufacturers and suppliers stay closely coordinated, producing only what’s needed, when it’s needed. 

However, partnerships don’t thrive on intention alone. From our experience, they work best when built on aligned data strategies, mutual accountability, and shared outcomes. Businesses should prioritise partners who can exchange operational data securely, support API-based integration, and co-own KPIs tied to real value.

It’s also worth considering that potential roadblocks like mismatched technology stacks, cultural misalignment, and unclear ownership can slow progress. The most successful collaborations are those that plan for these realities from the outset. Hence, such alliances go beyond cost savings by unlocking speed, precision, and resilience across the value chain.

People remain the edge

Technology is advancing rapidly, but people remain the true differentiator in supply chains. What’s changing is how they work. The most forward-thinking organisations are transforming traditional planners into ‘ecosystem architects’. These professionals blend operational expertise with digital fluency and strong data instincts.

Rather than replacing people, AI is becoming a trusted partner in decision-making. From copilots that support complex choices to embedded tools that guide everyday actions, intelligent systems are helping teams move faster and with more clarity.

The real advantage lies in how effectively organisations design and implement collaborative workflows between specialised human talent and intelligent automation. This will help amplify people’s judgement and creativity with intelligent systems.

As these shifts accelerate, the supply chains of tomorrow will be antifragile – built to flex, absorb shocks, and learn by turning disruption into momentum.

What will set the next wave of leaders apart isn’t their technology stack but how they weave intelligence, agility, and sustainability into everyday decisions, relationships, and roles across the supply chain.

In the contemporary digital era, supply chains have transcended their traditional role as mere logistical networks. They have evolved into pivotal ecosystems that underpin the success of modern businesses. Nevertheless, as these intricate systems undergo digital transformation, they have become increasingly vulnerable to cyberattacks. 

A vulnerable third-party vendor or contractor frequently serves as an entry point for breaches. This makes it a necessity to implement compliance and risk management measures. For businesses aiming to safeguard their operations, supply chain risk management is more than a regulatory mandate. It’s a critical countermeasure for protecting sensitive data, maintaining operations and ensuring trust.

Obrela’s third party risk management offerings

Obrela recognises the complexities that organisations face in managing third-party cyber security risks. Through its Managed Risk and Controls (MRC) offering, Obrela helps businesses meet stringent compliance mandates while ensuring a robust security posture. MRC is designed to evaluate, monitor and mitigate risks associated with third-party providers, ensuring compliance with industry regulations and frameworks, including the likes of NIS2, DORA, and ISO 27001.

The unique value of Obrela’s MRC lies in its ability to deliver a holistic approach. MRC Services offer an umbrella of solutions that enable clients to effectively manage and orchestrate various aspects of cybersecurity such as governance, risk, compliance, and operations. The comprehensive approach streamlines these diverse facets of cybersecurity, providing clients with a cohesive and integrated security solution.  In particular, MRC for Supply Chain, encompass the collection, analysis, and evaluation of information on security processes and practices currently in place, enabling a thorough assessment of compliance with selected contractual requirements and identification of areas that require remediation actions.

Given the dynamic nature of contemporary supply chains, it is imperative that businesses maintain constant vigilance. Contractors and third-party providers frequently handle sensitive data or access critical systems, necessitating businesses to ensure that these external entities adhere to stringent cybersecurity standards. 

Risk monitoring, assessment, and going beyond compliance 

Obrela’s MRC offering addresses this requirement through a comprehensive four-pronged approach. 

Firstly, continuous risk monitoring delivers real-time insights into the cybersecurity posture of third-party vendors. Monitoring key risk indicators ensures businesses can promptly address vulnerabilities as they emerge.

Next, comprehensive compliance assessments using automated tools and standardised frameworks allow the MRC solution to evaluate third-party providers against both regulatory and organisational requirements. This ensures vendors align with critical security policies and standards.

Thirdly, beyond compliance, MRC emphasises proactive measures to reduce risk. Identifying weak points within the supply chain enables businesses to implement targeted solutions before vulnerabilities are exploited.

Finally, MRC delivers detailed reporting and visual dashboards, providing organisations with a clear picture of their third-party risk landscape. This transparency supports informed decision-making and prioritisation of mitigation efforts.

Benefits of proactive compliance score and third-party risk assessment

Central to Obrela’s MRC approach is the concept of compliance assessment. This provides a quantifiable measure of a third-party vendor’s adherence to cybersecurity standards, helping businesses streamline vendor selection, for example. A compliance assessment enables organisations to evaluate potential vendors at a glance, ensuring only those with robust cybersecurity practices are onboarded.

Clear compliance benchmarks also facilitate smoother contract discussions, as expectations around security and data protection are established upfront. Meanwhile, knowing the compliance status of each vendor allows businesses to act swiftly in the event of a breach, minimising potential damage.

A proactive approach to compliance demonstrates due diligence, satisfying regulators and reducing the risk of penalties or legal issues. Finally, by regularly assessing and improving the compliance of their supply chain partners, businesses can create a more resilient and secure ecosystem.

Why proactive supply chain cybersecurity management matters

The growing integration of cloud services, IoT devices, and advanced technologies into supply chains only serves to amplify their vulnerability. Cybercriminals often exploit the weakest link, making proactive risk management crucial. Obrela’s MRC offering not only identifies these weak links but also strengthens them, creating a fortified supply chain that supports business continuity.

Supply chain compliance is no longer optional; it’s an operational necessity in an era of escalating cyber threats. Obrela’s Managed Risk and Controls offering empowers businesses to navigate this complex landscape by providing the tools, insights and strategies needed to safeguard their supply chains. With continuous monitoring, thorough assessments, and actionable compliance recommendations, Obrela helps organisations protect their operations, their data and their reputation.

Incorporating Obrela’s MRC into your cybersecurity framework ensures the integrity and resilience of organizations’ supply chains, by thoroughly examining security processes and practices. MRC for the Supply Chain provides organisations with the confidence to mitigate risks, safeguard sensitive information, and maintain uninterrupted operations.

It seems as though every new week (maybe even day) means a new, seismic change to the global economic order. The Trump administration’s tariffs have affected every import to the US. Many nations have responded in kind with their own tariffs designed to target President Trump’s electoral base. For example: the EU tariffs hitting US trucks, cigarettes, and ice cream last month. While all sectors are affected, some — including automakers and, most recently, the film industry — are faring worse than others. 

In response, companies with large, globalised supply chains are racing to relocate manufacturing and strike deals with new suppliers. Many are also trying to quickly move stock into US ahead of the next round of changes. In this unstable climate, inventory management has become an ever more pivotal aspect of managing the supply chain.  

To find out more, we caught up with Michel Spruijt, President at Brain Corp International. Brain Corp are a robotics and artificial intelligence (AI) company. Its solutions are helping logistics functions mitigate the pain points caused by an increasingly volatile supply chain landscape. 

Michel, how big of a challenge do inventory mismanagement and other supply chain inefficiencies pose for organisations today?

Inventory mismanagement and supply chain inefficiencies represent a significant challenge for European organisations. They have direct impacts on profitability, customer satisfaction, and operational resilience. Blind spots in supply chains can be extremely costly: research indicates that the average company could lose nearly half of one year’s profit over a decade from a single prolonged, severe disruption. 

Inefficiencies such as inaccurate inventory data, manual processes, and lack of real-time insights often result in lost revenue, overordering, waste, and missed sales opportunities. 

The scale of these problems is amplified by the complexity of modern supply chains. These systems can span continents and involve hundreds or thousands of suppliers. It makes visibility and control even tougher.

What’s causing these types of inefficiency and lack of visibility?

When we examine the European supply chain landscape, we’re witnessing several critical challenges that are holding companies back. First, there’s a significant technology shortfall. Many organisations are still operating on legacy systems that simply weren’t designed to handle the speed and complexity of today’s market disruptions.

Second, we’re facing what could be thought of as a talent crisis in logistics and manufacturing. The workforce is aging, recruitment isn’t keeping pace, and this labor shortage is creating real operational bottlenecks across the continent, according to the European Commission.

Third, supplier networks have become incredibly convoluted and opaque. Most businesses only have clear visibility into their internal contents, leaving them vulnerable to disruptions further upstream that can appear without warning.

“For the retail and supply chain sectors specifically, these tariffs represent a significant threat” — Michel Spruijt, President, Brain Corp International

Finally, despite all our technological advances, we’re still seeing an overreliance on manual processes for fundamental operations including inventory management. This not only introduces errors but also creates significant efficiency drags.

These factors combined are seriously impacting European businesses’ ability to maintain resilient, responsive supply chains in today’s volatile market conditions.

Do you see the ongoing uncertainty around Trump’s tariffs exacerbating these problems (not to mention their impact on businesses)?

For the retail and supply chain sectors specifically, these tariffs represent a significant threat. They’re impacting everything from product pricing to distribution networks, potentially compromising jobs, export competitiveness, and forcing many companies to fundamentally rethink their global sourcing and distribution strategies.

Perhaps most concerning from a business perspective is the broader uncertainty these policies create. It’s becoming increasingly difficult for retailers and supply chain operators to engage in effective long-term planning, make confident investment decisions, or maintain stable supplier relationships. This environment of uncertainty inevitably leads to inefficiencies and significant disruptions across the entire supply ecosystem.

The reality is that in today’s interconnected global marketplace, this level of trade policy volatility creates ripple effects that extend far beyond immediate tariff costs.

How does a business with a global supply chain consistently get their hands on real-time, accurate data?

We’re seeing a multi-layered approach – comprising new technology and a new attitude – that’s delivering results for forward-thinking organisations.

First off, there’s a shift toward IoT and Sensor deployment across the entire supply ecosystem. These technologies when deployed within intelligent solutions can offer continuous, granular visibility into inventories that simply wasn’t possible before. Equally critical is the move toward centralised, cloud-based data platforms, that are breaking down traditional information silos and creating a single source of truth that’s accessible across boundaries.

The real game-changer, though, is how we’re applying AI and advanced analytics to this data ecosystem. These tools aren’t just monitoring information—they’re identifying patterns, flagging anomalies, and generating insights that allow managers to address potential difficulties proactively rather than reactively.

We’re also seeing tremendous impact from automated robotics solutions like our own Inventory Scan technology that’s being used in global warehouses and logistics facilities. These solutions are capturing near real-time inventory data without adding operational headaches. This dramatically reduces dependence on error-prone manual processes while significantly boosting data quality and timeliness.

Where do robots and AI fit into this picture?

Robotics and AI are among the solutions leading the charge to transform supply chains. AI-powered robots, particularly those that collect inventory information, autonomously collect critical data on pricing, planogram compliance, and product location—freeing staff for customer engagement while reducing human error. These systems tackle both labor shortages and cost woes by consistently and accurately handling routine tasks.

What’s powerful is how this robotics-collected data feeds AI analytics, that can in turn improve decisions across operations, from maintenance to forecasting. Most importantly, when used in a well arranged stack, this technology dramatically enhances supply chain resilience, enabling faster disruption response and smarter resource allocation.

This robotics-AI–management convergence represents the future of intelligent supply chains, already delivering measurable advantages for early adopters.

Do you have any examples of retailers successfully navigating their way past these pain points?

European retailers are implementing inventory scanning technology with autonomous robots to automate inventory management. 

An example would be Sam’s Club in the US deploying Brain Corp-powered robots, which scan aisle inventories whilst cleaning. Benefits include faster data collection, freed staff time for customer service, reduced human error, and better responsiveness to demand changes. 

A recent study from ECR Community Shrinkage looking at seven European retailers found that correcting inventory discrepancies led to 4–8% sales growth, with the largest gains in high-volume and high-value items. For a typical European grocery retailer with €10 billion in sales, resolving inaccuracies could recover €0.4–0.8 billion in sales. 

Personally, and professionally, the impact of recent US government policy around trade and tariffs is felt by all of us. From a business perspective, tariffs represent a major concern for companies looking at corporate goals and metrics in both the short and long-term. It has now become unclear exactly what the cost of doing business will be, and how consumer demand may shift, based upon personal preferences and spending ability.

But this is not really uncharted territory. Over the last decade, the world has faced many disruptive events: Brexit, COVID, the Suez Canal, geo-political conflicts, climate changes, and so on. Each one is unique in its nature, but they all have similar impacts on supply chains and manufacturing; causing breaks in global supply, extreme fluctuations in demand, and unknown costs and barriers to competing.

Tariffs & Twins – The critical connection between disruption, AI and virtual twins

The need to react to unexpected global disruption is now a fundamental requirement for all companies; tariffs are only the latest incarnation of what manufacturers have to deal with. In each case, business leaders in supply chain and manufacturing are forced to face with the same basic questions:

1. What is the impact of the disruption?
2. What should I do now?
3. What can I do to prepare for the future?

Prior to globalisation of trade and the increase in product and supply chain complexity, the first two questions were difficult, but not impossible to solve. Because of that, organisations largely ignored or deprioritised the third question. Today (with COVID being the pivot point in my opinion), all three questions have become a) critical and b) impossible to answer without the help of technology.

This is where Virtual Twins and AI capabilities have become essential to helping companies become agile and resilient to disruption. Let’s look at how they help with each of the basic questions:

What is the impact of the disruption?

This was the biggest (certainly the first) question from companies at the start of COVID, and led to much analysis and investment in the “control tower” concept. A control tower is only part of the solution though. What people were actually asking for was a precise digital representation of the entire supply chain with end-to-end and top-to-bottom detail and real-time operational status of facilities, resources and products – also known as the Virtual Twin.

With tariffs, the virtual twin acts as a source of truth that enables companies to see the current state of production and fulfillment, the source of all materials, and the process by which inventory and products are moved across borders before reaching customers. Additionally, it allows companies to immediately identify vulnerable points of supply, new costs, and opportunities to leverage existing contingencies based upon real-time availability and capabilities.

What should I do now?

Even with a precision virtual twin, the complexity of global supply chains and the number of possible business permutations are beyond human comprehension to evaluate and analyse effectively. However, traditional AI methods (such as optimisation) are now adept and considering competing business priorities to balance supply and demand while considering any number of physical and logical constraints. Used along with the virtual twin model, manufacturing and supply chain leaders can use AI to experience unlimited what-if scenarios to determine tactical responses.

Tariffs don’t represent a physical constraint, but cost is a major driving factor in the optimisation of the supply chain and production plans. Experimentation also allows companies to play games with the possible limits. For example, at what tariff percentage might we be able to absorb costs to protect margin without having to pass all the costs along to the consumer and impacting demand? These are logical questions that are extraordinarily difficult to answer without technology.

What can I do to prepare for the future?

One of the stated goals of recent policy is to bring manufacturing back to the United States, essentially on-shoring production that has developed in areas previously seen as economically more cost-effective. Without debating the policy, let’s look at the basic decision process to evaluate strategic changes to mitigate the impact of tariffs on production locations:

1. What is the increase in operational costs most likely to be based upon movement of inventory and products?
2. What would the reduction in operational costs assuming similar production capabilities in the US?
3. What capital investment do I need in order to expand or build new manufacturing capacity?

The virtual twin of the supply chain will help us answer questions a) and b) by applying AI to the existing model of the enterprise and a variety of what-if models that supply chain teams can quickly create. Question c) requires a virtual twin model of production systems, so that we can accurately evaluate what our new or changed facilities and manufacturing process should look like. These virtual twins need to work in orchestration so that we can ensure confidence in what is likely to be billion-dollar decisions.

The precision of the virtual twins is so important because there are so many factors to consider. For example, it’s unclear whether there will be enough skilled workers to support a resurgence in manufacturing. Therefore, organisations need to consider robotics and automation as part of the manufacturing process. The smallest of details can have such a major impact on the final result.

Preparing for the future

There are also other ways to address the challenges in the short and mid-term. One strategy might be rapidly re-designing products to reduce the reliance upon supply and parts that need multiple border crossings, another great leverage of the virtual twin and what-if simulation.Of course, the best course of action to be prepared for the future, is to consider virtual twin technology today, if you have not done so already. Ironically, today’s uncertainty will undoubtedly be the biggest barrier to making an investment in digital transformation as budgets become frozen pending a more confident outlook. The challenge though, is that the next disruption is right around the corner, and from another unexpected direction. There is rarely a “best time” to wait for, but there is never a “wrong time” to make a start.

On May 12, 2021, US Executive Order (EO) 14028 made software bills of materials (SBOMs) part of every open source risk management and software supply chain security conversation. The EO didn’t define any requirements surrounding SBOMs. However, it did ignite relevant efforts for software producers and consumers across the globe. 

Since the issuing of the EO, we have seen some clarification around SBOM requirements. These include those outlined by NIST, but requirements vary across different industries, jurisdictions, and private customers. Regardless, it’s important for software producers and consumers to understand the limitations of SBOMs across the board. Doing so will help them understand how to best augment their SBOM workflows to account for those limitations. 

SBOM limitations: It’s just a list of ingredients

Just like any data source, the effectiveness of an SBOM is dictated by its accuracy. If an SBOM doesn’t accurately list its components and their effective versions, then there is a chance of unaccounted risk. However, establishing complete visibility of application dependencies is harder than ever. 

The 2025 Open Source Security and Risk Analysis (OSSRA) Report by Black Duck found that 70% of open source dependencies in the average commercial application are transitive. Also, only 77% of all open source dependencies can be identified by scanning package manager manifests. This means that nearly one quarter of all open source dependencies in commercial applications are introduced though other means. These include manual inclusion, AI coding assistants, non-standard package managers, and so on. Identifying all these dependencies for inclusion in an SBOM is growing increasingly difficult, emphasizing the concern of inaccurate SBOMs. 

Should teams overcome the challenge of SBOM inaccuracy, then comes the task of identifying risk. Essentially, an SBOM is just a list of ingredients. It does not provide any insights into potential risk associated with the listed dependencies. For example, an SBOM could mention the inclusion of Apache 2.12.2. However, it will not tell you that component contains a critical vulnerability that has been exploited in the wild. All the SBOM generation and ingestion efforts made by teams will be for naut should they be unable to associate SBOM components with risk. 

SBOMs Under Threat 

Adding to the complexity is that SBOMs themselves can become targets of attack. Just like attackers can compromise a software artifact in the build or deployment stage, just as they did with SolarWinds and Codecov, respectively, they can do the same with SBOMs. Should an attacker gain access to a build environment to inject malicious packages, it wouldn’t be a far leap for them to also intercept a legitimate SBOM to remove references to the malicious package before sending it along to their unsuspecting victims. If this is done early enough in the software development lifecycle, the producer may even sign the corrupted SBOM, verifying its authenticity. 

These examples of challenges and limitations represent a few among several others, like lack of standardization and compatibility, difficulty keeping SBOMs dynamic and updated, overcoming limited visibility of dependencies, and so on.  All of this leads to perhaps the biggest issue, which is the overhead that this introduced to a business. Companies building software in regulated spaces have no choice but to build SBOMs and grapple with these challenges, meaning that more resources must be onboarded or shifted towards solving these problems. 

Using automation to shift SBOMs from liabilities to assets

Considering that the average application contains 911 open source dependencies, manually identifying and tracking these dependencies is not a scalable approach. Leveraging the use of a tool, like software composition analysis (SCA), automates this task, among others, to bring accuracy alongside velocity. 

Depending on the quality of the tool, SCA can automatically detect open source, commercial, and custom components before, during, and after builds. Additionally, some can import third-party SBOMs and automatically add the listed dependencies to the consumer’s own projects. The result is a complete and accurate SBOM, ideally exported in a standardized format like SPDX or CycloneDX. 

Given the pace of modern application development, SBOM generation isn’t something that should be done on a pre-determined basis. Some studies suggest that even the slowest DevOps shops have an average cycle time of less than a week. As soon as a change is committed to a project, an SBOM is out of date. For this reason, building dependency analysis and SBOM generation directly into the software development lifecycle is crucial. This includes triggering scans and SBOM generation via integrations with CI/CD tools like GitHub, Jenkins, or Artifactory. Doing so prevents SBOMs from being static and chronically outdated. 

Connecting the Dots

These same tools and integrations can be used to connect the dots between SBOMs and associated risk. An SCA tool will include a database of known vulnerabilities. This will alert teams to vulnerable components that violate custom policy. This will prevent them from getting built into projects and making it into the final SBOM. 

Some solutions will even continuously monitor SBOMs long after the application has been shipped, evaluating them for newly disclosed dependencies that impact included dependencies. As a matter of fact, some software consumers require vulnerability information be included alongside SBOMs, perhaps in Vulnerability Exploitability Exchange (VEX) format, which many tools also offer support for. 

Finally, SBOMs need to be treated like any other software artifact when it comes to secure sharing. There’s no shortage of free and commercial solutions available offering secure APIs and storage for public and private SBOM distribution. This enables teams to leverage automation to detect application dependencies, continuously analyze them for risk, dynamically build SBOMs at the pace of development, and make them securely accessible to key stakeholders via APIs or direct CI/CD integrations. 

SBOMs: Another powerful tool to combat cyber risk

SBOMs enhance software security by improving vulnerability detection, compliance, and supply chain transparency. 

They help identify risks like Log4j and manage dependencies, but they have limitations. SBOMs can be incomplete or outdated, lack exploitability context, face standardization challenges, and introduce business friction. To be fully effective, SBOMs must be paired with real-time monitoring, vulnerability management, and secure distribution. These are all challenges that teams should turn to automation to address.

In our modern hyper-connected digital economy, it is not unusual for supply chains to extend ever further, becoming increasingly complex. Each supplier ecosystem can consist of organisations of any size, from sole traders on the high street to global enterprises, each of whom will have a different level of cybersecurity.

That means there might be insufficient protection, blind spots and an inability to respond effectively. It only takes one vulnerability within this chain to expose all entities within to danger because bad actors can daisy-chain quickly from the initial breach to other connected corporate networks, wreaking havoc along the way.

However, despite this clear risk, businesses in the UK are shockingly complacent about their supply chain security. Worryingly, the government’s 2023 Security Breaches Survey indicates that only just over a quarter of medium-sized companies monitor the cybersecurity risks posed by direct suppliers, with this rising to just over half when looking at large companies. Perhaps more alarming, it is even rarer for businesses to review the potential dangers from their extended supply chains – fourth parties and beyond – exposing many UK organisations to great risk.

Introducing the Digital Operational Resilience Act (DORA)

The EU is taking a bold stance on these supply chain risks, especially when it comes to finance and critical infrastructure. DORA outlines how financial institutions must take responsibility for operational resilience, defending against cybercriminals and enabling service continuity. It highlights the requirement to manage security risks related to third party suppliers, asking companies to assess, monitor and review their partners’ security protocols.

DORA makes the penalties for non-compliance clear: if a financial institution suffers a breach due to not following best practice, considerable fines will apply. In some cases, these will not apply to just the business, but senior executives could also be on the hook for repercussions, including criminal charges.

Shaping supply chain strategies

DORA acts as a resource to assist businesses to shape their supply chain strategies and influence related security policies. It is not the only regulation in this environment: the Network and Information Systems Directive 2 (NIS2) centres on critical infrastructure resilience, hoping to make the cybersecurity processes of essential service operators more robust. We can also look to the long-established GDPR, which sets the standard for the privacy and integrity of personal data as well as the rights of data subjects. Beyond the regulatory scope of the EU, there are independent entities linked to specific industries, such as the Payment Card Industry Data Security Standard (PCI DSS 4.0), which establishes security protocols for managing card payment details to keep personal data safe while preventing fraud.

Together, these security regulations aim to promote cybersecurity best practices across sectors and countries. They advocate collective responsibility, which is key to enhancing the security of complex supply chains where companies might operate as both customer and supplier. By supporting a collective approach to individual defence, all entities will benefit from faster threat detection, allowing improved incident response and mitigation. Sharing resources and processes is particularly useful for smaller organisations who might have fewer IT resources and smaller budgets.

Establishing collective defence

There are a number of prerequisites to consider before beginning your collective defence journey. It needs clearly defined policies within a legal framework to ensure sensitive data and the interests of each entity are protected. From the outset, trust between these entities is critical to securing agreement and eventual success.

Next, it is time to assess current defence systems and identify any gaps. Solutions must work with the existing IT infrastructure and security tools, although it is also important to update and standardise security protocols and applications, while leveraging APIs to seamlessly connect all participants.

Sharing skills and responsibilities will promote long-term, sustainable partnerships across and between each entity. For example, security teams can add specialist knowledge around SOAR (Security Orchestration, Automation, and Response) and associated automated tools. These streamline security operations, minimise alert fatigue and speed up threat mitigation. Moreover, collaboration of this type fosters learning within a community of executives with the same goals who can share the burden and support each other in the face of new threats.

To keep up to date with the ever-changing threat landscape, the collective strategy must comprise regular reviews and testing: adaptability is key to defence optimisation.

Protecting the vulnerable

Business resilience and continuity depends on supply chain security and compliance. Using guidance from regulations, such as DORA and NIS2, will standardise supply chain strategies, providing a foundation for a collective approach. This guarantees a more resilient partner ecosystem for everyone.

The final step is for companies to create their own information sharing networks using off-the-shelf solutions. This will keep their own operations secure while extending the protection to extended supply partners. Such engagement will supercharge threat intelligence sharing, enabling real-time cross-sector collaboration. Even the smallest sole trader could avail themselves of the early warning of looming danger to protect themselves – and others. At the end of the day, even the biggest enterprise’s defences are only as strong as its most vulnerable supplier.

In an ever-changing economy, supply chain management is essential for Facilities Management companies (FMs). The 2024 TrueCommerce UK Supply Chain Trends Report highlighted pressing concerns, like talent shortages, cost control, and new business. Limited budgets, insufficient staff training, and over-reliance on digital platforms exacerbate challenges within the FM industry. Compounding these pressures are global disruptions—from the lingering impacts of COVID-19 and Brexit to geopolitical conflicts—which exacerbate longstanding inefficiencies in supply chains. Smaller suppliers often struggle to meet the dynamic demands of larger organisations, lacking the infrastructure to adapt effectively. However, with a shift in perspective and approach, FMs can build resilient and efficient supply chains to weather these challenges.

Shifting scale

The traditional preference for partnering with large suppliers may not always yield the best results. Smaller, agile suppliers often provide more flexible and responsive services. Rather than focusing solely on size, FM companies should prioritise alignment with businesses that share common goals and values.

Clear communication and regular collaboration are essential. Establishing combined objectives ensures that all parties are working towards the same outcomes. Scheduled feedback meetings, coupled with the use of automated performance dashboards, can help track key performance indicators (KPIs) and maintain accountability. A communicative approach fosters stronger relationships, reduces misunderstandings, and promotes consistent service delivery.

Managing multiple suppliers

Coordinating multiple suppliers can be a headache, bringing different organisational cultures, variability in service levels, costs, and approaches to compliance and sustainability into the mix. Without standardisation, projects risk inefficiencies, errors, and compliance gaps, all of which can negatively impact reputations and bottom lines. Implementing standard operating procedures (SOPs) and leveraging automated technologies can address these issues effectively.

Integrated digital platforms streamline workflows and ensure transparency across the supply chain. For example, standardised protocols can minimise discrepancies in material costs or regulatory compliance. Moreover, the adoption of collaborative tools allows FM teams to monitor performance in real-time, creating a culture of shared accountability and continuous improvement.

Embracing digital transformation

Despite the rapid digitisation of other industries, FM has often been hesitant to let go of traditional paper-based systems and spreadsheets. However, digital workflow management platforms can revolutionise supply chain operations. These tools enhance not only the supply chain, but other elements of building operations as well.

It is crucial, however, to assess existing supply chain challenges before investing in new technologies. A tailored, user-friendly platform built on open workflows can deliver significant returns. DMA Group’s Service management platform, called BiO®, exemplifies how automation can enhance supply chain visibility, track supplier performance, and expedite tasks such as certification and payments. By eliminating manual processes, FM organisations can reduce delays, improve transparency, and build trust with their partners.

Automation and analytics

End-to-end automation offers transformative benefits for the FM industry. By engaging the entire supply chain, automated platforms provide actionable insights and analytics, enabling organisations to identify inefficiencies and make data-driven decisions. The ability to generate detailed reports not only highlights areas for improvement but also recognises exemplary performance.

For instance, automated workflows in platforms like BiO® enable real-time tracking of work allocation and supplier performance. By centralising information, FM companies can standardise practices and foster leaner operations. This transparency strengthens supplier relationships and contributes to healthier profit margins.

Building Resilient Supply Chains

To thrive in today’s FM, organisations must adopt a forward-thinking approach to supply chain management. By prioritising collaboration and leveraging technology, FM companies can create robust and adaptable supply chains. Such strategies not only mitigate risks but also drive long-term success, ensuring that every link in the chain contributes to seamless service delivery.

In the ever-changing world of facilities management, resilience and innovation are key. With the right strategies in place, supply chains can drive efficiency, sustainability, and customer satisfaction in equal measure.

Today’s vast and interconnected global supply chain is perilously vulnerable to cyber threats. In fact, the World Economic Forum (WEF)’s recent Global Cybersecurity Outlook 2025 found that 54% of large organisations cite supply chain security as the biggest barrier to achieving cyber resilience.

Disruptive cyberattacks such as ransomware can have significant and widespread issues on both upstream and downstream supply chains through mounting production and distribution delays. 

Manufacturing and other heavy industry sectors are particularly vulnerable due to their reliance on cyber-physical systems governed by Operational Technology (OT). The convergence of OT and traditional IT has blurred the once-clear boundary between digital infrastructure and physical operations, introducing new cybersecurity risks organisations can no longer ignore.

Cyber threat groups increasingly exploit complex supply chains to hit their targets. Therefore, securing the interconnected systems that power them is a business-critical priority, not just a technical concern.

The rising risks of IT/OT convergence in supply chains 

Supply chains have become increasingly digitised and interconnected, with IT and OT networks now deeply integrated across manufacturing, logistics, and distribution. This shift obviously improves efficiency. However, it also exposes critical infrastructure to cyber threats previously only threatened IT systems.

Historically, OT control systems such as supervisory control and data acquisition (SCADA) and programmable logic controllers (PLCs) have existed as a separate environment to traditional IT networks. As such, many of these systems were never designed with cybersecurity in mind and were built for purely physical threats. 

Now, a raft of digitisation efforts including cloud-based inventory management, remote monitoring, and smart automation have connected OT to IT systems. This has spurred the side effect of expanding the attack surface and creating new opportunities for cybercriminals to disrupt assets that were previously safely air gapped. Instead, they can breach IT networks and pivot into OT systems, disrupting production, logistics, and the delivery of essential goods.

This supply chain vulnerability is a growing concern. The 2021 SolarWinds attack and the Colonial Pipeline ransomware breach are two of the most high-profile examples of how cyber incidents can cripple entire industries by targeting suppliers or critical infrastructure. 

More recently, the 2024 global IT outage, triggered by a faulty software update in CrowdStrike, disrupted airlines, banks, and government services worldwide, underscoring the interdependent nature of modern supply chains.

Mitigating these risks means prioritising supply chain security as a core part of the cyber strategy. Without real-time visibility, proactive risk management, and clear accountability, supply chain disruptions will remain an escalating threat.

Why visibility is the foundation of effective supply chain security 

One of the biggest challenges in securing supply chains is the lack of visibility across interconnected systems and suppliers. Many organisations have limited insight into their suppliers’ security postures, let alone the vendors and subcontractors further down the chain. This creates blind spots, where cyber risks can go undetected until a breach occurs. Threat actors will frequently target smaller and less well-defended companies in the supply chain. These companies then serve as entry points to their larger customers or partners. 

The WEF report found that 41% of security leaders believe improving third-party visibility is their top priority. Enforcing security compliance among suppliers was also cited as a critical challenge. 

Yet many businesses still struggle with fragmented security monitoring and inconsistent enforcement of security policies across their supplier networks. Without comprehensive oversight, threat actors can exploit weak links in chains. These include vulnerable software updates, compromised remote access credentials, or unpatched OT systems.

To reduce risk, businesses must implement a layered approach to visibility. This mustinclude comprehensive asset discovery with the mapping of all IT and OT assets within the supply chain. The goal is to understand their interdependencies and highlight weaknesses and potential attack paths. 

Cyber-physical assets present an additional challenge here. Typically, OT systems are usually not compatible with standard cybersecurity tools for vulnerability scanning and threat detection. As such, IT teams need specialist tools to gain complete visibility into OT environments. 

Overcoming budgetary constraints and boardroom misconceptions 

Despite the growing risks, many organisations still fail to allocate adequate resources to OT and supply chain security. This is often due to a lack of awareness at the board level, where leaders often view cybersecurity as a necessary expense rather than a business enabler.

It’s also important to address the perception of security teams as blockers. Security can’t afford to be ‘the Department of No’ or the ‘Department Who Cried Wolf’. In supply chain operations where efficiency and speed are paramount, some stakeholders can see cybersecurity as an obstacle to productivity rather than a safeguard against disruption.

Shifting this perception means reframing from being a purely defensive measure. Board members respond to business impact, not just technical risks. Therefore, the focus should be on security’s value in protecting operational uptime, preventing financial losses, and maintaining customer trust.

For example, the WEF reports that organisations investing in proactive security measures experience significantly lower operational downtime – a direct business benefit to sell to the board. 

Aligning cybersecurity with business objectives will demonstrate how it protects revenue. Emphasising compliance benefits can also be effective, highlighting how investment in security streamlines regulatory adherence and reduces legal risks. These benefits can be backed up with examples of the cost of inaction, such as supply chain breaches leading to multimillion-pound disruptions.

A strong strategy will hit the sweet spot between security and efficiency. For example, bridging the gap between IT, OT, and supply chain teams, helps integrate security into operational workflows rather than becoming a barrier. There should be a focus on implementing security measures that enhance productivity, such as automated threat detection and pre-approved security controls for suppliers.

Making supply chain security a leading business priority 

The convergence of IT and OT has made supply chain security a critical business issue, not just a technical challenge. Cybercriminals are exploiting weak links in supplier networks, and most large organisations already identify supply chain security as their biggest cyber resilience challenge.

Without visibility, proactive investment, and board-level support, businesses will remain vulnerable to costly disruptions, regulatory penalties, and reputational damage. Security leaders must reposition cybersecurity as a business enabler to ensure it is integrated into strategic decision-making.

Enterprises must act now to secure their supply chains before a cyberattack forces their hand.

In recent years supply chains have become increasingly interconnected, creating both challenges and opportunities for change. While digitalisation has made our supply chains ‘smarter’, it’s also rendered the industry vulnerable to new kinds of disruption, both in the physical and digital realms. 

Cybersecurity is just one example. The ransomware attack on supply chain management specialist Blue Yonder provided clear evidence of the disruption such incidents can cause. An attack on the company’s managed services environment disrupted a number of grocery and retail stores in the UK. This left retailers struggling to pay staff and manage their schedules on time.

Such incidents show just how important scenario planning can be to avert these crises. If plans to mitigate potential impacts aren’t mapped out, these events have the potential to completely halt production, impacting revenue. Data is absolutely pivotal to the efficiency and efficacy of today’s supply chains. However, incidents like the one above show supply chain data currently isn’t being safeguarded or optimised effectively to circumvent real-world disruption.

That being said, many businesses are beginning to explore new technologies and techniques to improve resilience across their supply chains.

Supply chain data is being restricted

It’s no secret that the supply chain is a high-stakes, inherently complex industry. It’s made up of producers, warehouses, transport, distribution ports, and stores worldwide. If one blockage or breakdown takes place anywhere it can topple the entire system. Therefore, visibility is key to preventing knock-on effects.

However, extracting valuable insights from supply chain data in raw form can be difficult. Traditional data models struggle to analyse complex data due to their file-like structure. Because they predominantly consist of a rigid format of tables, rows, and columns they struggle to capture the intricate connections between different sets of data.

The invisible string in the supply chain made visible

Unlike these legacy models, graph databases are uniquely structured using ‘nodes’ and ‘edges’. ‘Nodes’ are used to represent a person, a product, a place, or an existing entity in a graph. ‘Edges’ represent the relationship between two nodes – i.e. how they are connected to one another. These properties are invaluable if you want to visualise a supply chain as the network in a digital form.

If a supply chain organisation wanted to optimise transportation, for example, they could create a node to represent each wholesaler and connected retailer. They then use an edge to show their relative distances and run the appropriate query, or request, in the model. The resulting output should highlight for the analyst what, in practice, should be the ‘best’ – fastest and cheapest – supplier from which goods can be transported ready for purchasing.

Understanding the relationship between two different entities ahead of time can be immensely useful in the event of unexpected disruption. Take the crisis in the Red Sea for instance. There, shipping companies are enduring rocketing shipping costs and product delivery delays as a result of rebel attacks. Using graph technology in this way could allow those managing supply chains to pinpoint efficient alternative routes or solutions to get goods to suppliers, increasing resilience and minimising disruption.

It’s those edges linking each entity that make graph database technology a powerful tool for revealing insights – particularly in supply chains, which are graph-like networked structures, made up of a myriad of connections, after all. It’s a stark contrast with older, more rigid data models, where these relationships are much harder to uncover due to the way the data is structured.

Digital twins for combating cyber risks

Supply chain resilience isn’t purely about the physical realm, though. Incidents such as the cyber attack on Blue Yonder can have a huge impact on digital operations. Many organisations are now exploring digital twin technology as a tool to combat attacks. The applications of which spac from before the attack begins through to post-incident analysis.

They’re doing so by creating virtual replicas of supply chains in what are called ‘knowledge graphs’. These are used to test different scenarios and generate multiple outcomes of cybersecurity risks. In essence, this means access to a connected, virtual model of their supply chain. Using this model, companies can gain a holistic, granular picture of a network. They can know intimately which systems connect to one another. Not only that but they can see users and the groups they belong to, as well as their permissions. And so on. The digital twin then becomes more accurate over time as details of recurring or interconnected events are captured, allowing cybersecurity and supply chain analysts to take faster and more effective action in the present, and inform how they respond in the future.

When those connections are made visible to cybersecurity analysts, it’s easier to identify where the greatest vulnerabilities impacting critical resources lie, and potential attack paths to those resources. Plus, they can also predict which attacks are the most likely to succeed by attaching the probabilities to each of those pathways. This then allows them them to bolster security accordingly.

That knowledge is immensely valuable because it clearly signposts when organisations need to map out other viable routes, transit times, and cost implications. The combination of cybersecurity modelling and supply chain optimisation becomes an impactful formula for organisations to stay ahead of curve balls in the real world and re-prioritise resources in quicker succession.

How the evolution of graph data bases is mitigating against cyber threats

The complex web that is the global supply chain is constantly under threat. However, organisations can become more resilient by tapping into the power of graph databases.

It’s the relationships in supply chain data that reveal the most efficient ways of rebounding from unforeseen incidents. Incidents that would otherwise be detrimental to business. In both the real and the digital world that deeper understanding of complex networks, and their level of resilience, is what can truly set organisations apart.