
Shalin Johnson
National Manufacturing Practice Co-Leader
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In modern manufacturing, risk is woven through every function, from the shop floor to the server room. Yet many organizations still rely on outdated ideas about who’s responsible for managing that risk, creating blind spots that siloed teams can’t always see.
That’s one reason manufacturing has been the most targeted sector for cyberattacks for three straight years, accounting for more than a quarter of all reported incidents. The average cost of a successful breach in this sector has risen to $4.73 million, not including the operational, legal, or reputational damage.
If that number seems high, think about what happens when risk goes unmanaged across departments: a cybersecurity event that stops production, a staffing issue that affects safety, or a regulatory fine caused by one team’s oversight that impacts profits and pay across the organization.
As explored in our recent Manufacturing Risk Report, the most forward-thinking organizations are rethinking not just the risks they face but who’s responsible for addressing them.
When there’s no clear line of accountability, teams scramble to respond to risk while insurers face uncertainty about coverage. Effective manufacturing risk management is essential to understanding where these common high-stakes risks are and how they spread. Knowing this is the first step to building resilience.
1. Cybersecurity breaches
Once seen strictly as an IT problem, cyberattacks now often disrupt production. A ransomware event doesn’t just lock files—it can bring robotic machinery to a halt, interrupt vendor communications, and expose sensitive customer data. In one example, a precision parts manufacturer had its network encrypted for three days. This delayed shipments, caused missed service agreements, and forced finance to negotiate emergency payments with the attacker.
Risk touchpoints:
Without clear visibility and coordination across these functions, cyber coverage often doesn’t match the real risks, leaving businesses under protected.
2. Workforce instability
The effects of turnover, absenteeism, and labor shortages go far beyond the HR department. Gaps on the factory floor can lead to more mistakes, higher overtime costs, and stretched safety protocols. In one case, an electronics manufacturer rushed onboarding to fill a night shift, only to see a spike in minor injuries and a workers’ compensation claim tied to inadequate training.
Risk touchpoints:
Workforce challenges become enterprise risk when they aren’t paired with cross-functional planning, benefits strategy, and retention support.
3. Compliance violations
From environmental issues to safety rules and data privacy, compliance risk isn’t just a concern for one department. A missed regulation in one part of the business can lead to enterprise-wide fines, lawsuits, or reputational fallout. For instance, a manufacturer unknowingly used a restricted solvent due to a lapse in supplier vetting, resulting in a six-figure EPA violation.
Risk touchpoints:
Regulatory risk often adds up over time, not from one mistake but from a series of misaligned decisions. Managing it needs teamwork and shared accountability across the business.
4. Supply chain disruptions
Procurement delays don’t just affect purchasing. They ripple through production schedules, customer deliveries, and even insurance coverage. In one case, a manufacturer’s key component supplier failed to deliver on time, stopping operations and causing a missed contractual deadline. The financial loss extended far beyond the cost of the parts.
Risk touchpoints:
While some disruptions can’t be avoided, those without backup plans and clear ways to communicate about risks tend to feel the impact longer and more strongly.
Risk isn’t one department’s job anymore. Embracing comprehensive manufacturing risk management is crucial for addressing the most urgent challenges—from workforce planning and compliance to cybersecurity and supply chain strategy. For a deeper look, download our recent report: Manufacturing Risk Report: A Guide to the Critical Five.
National Manufacturing Practice Co-Leader
National Manufacturing Practice Co-Leader