Industry reaction to our post regarding JLR and the Cyber Attack

We’ve had a huge reaction to our recent article on the ongoing Jaguar Land Rover crisis and its impact on the aftermarket. Here’s a look at some of the responses and what the industry is saying.

Ellen Plumer from Ben, the industry charity, said: “For anyone effected by this including supply chain, please give us a call and follow us on socials for more information on dedicated support available. Website help at www.ben.org.uk LinkedIn page at Ben Automotive Industry Charity.

Phil Wright, Partner at business advisory and accountancy firm Menzies outlines the impact of the cyberattack on JLR’s supply chain, lessons manufactures can learn from this case, and how suppliers can be supported through the continued production shutdown.

‘The JLR cyberattack is a stark reminder of how exposed today’s supply chains really are. Production is halted, suppliers are locked out, and the ripple effects stretch far beyond JLR itself. This isn’t just about delayed orders. Warehousing, logistics and even communication tools are paralysed, showing how fragile integrated supply chains become when a single system goes down.

Integrated supply chains demand that all suppliers, regardless of size, need to critically evaluate the adequacy of their IT security infrastructure. The cost of more advanced infrastructure may be prohibitive for smaller players further down the chain, but their lack of resilience can mean that an incident proportional to their scale could be terminal. Business continuity plans need to be revisited – when were they last reviewed, and are they fit for purpose? Smaller businesses must move from passively managing risk to actively strengthening their defences.

The disruption raises difficult but urgent questions: How do we balance cost control with robust cyber risk management? Should digital audits of suppliers become standard? And critically, how do we build continuity plans that don’t just exist on paper but can actually withstand a crisis?

For manufacturers, the lesson is clear: efficiency without resilience is a risk. Lean, just-in-time supply models deliver agility, but when digital systems go down, efficiency savings unravel overnight and SMEs, often the most vulnerable, bear the heaviest burden. Stronger continuity planning, deeper digital audits and more transparent communication are no longer optional. If it can happen to JLR, it can happen to anyone - resilience isn’t a nice-to-have, it’s now business-critical.

Supporting the most exposed suppliers, particularly those at risk of layoffs, will be vital to avoid permanent damage. Even partial recovery to restart limited production could help relieve pressure across the chain and keep customer orders moving. Longer term, enquiries are inevitable, and lessons will be passed on to suppliers - pushing resilience, cyber infrastructure and contingency planning higher on the agenda. Beyond the IT headlines, the real cost is human: thousands of small businesses and local communities are carrying the burden of this disruption.’