In manufacturing today, finance teams are doing much more than ledger entries and reconciliations. You are a critical part of your company’s operational resilience. When cyber risk and fraud intersect, it’s your P&L, working capital, and contract eligibility that take the first hit.
Why It Matters
Manufacturing is now the top-targeted industry for cyber incidents. Recent reports show it leads all sectors in verified ransomware and data leak events.
Fraud is also on the rise. A recent study found that 60% of industrial manufacturers experienced fraud in the past year, and 38% of those cases were tied to a cyber attack.
From a finance perspective, the cost of a data breach can reach millions. When systems or operations go down, the financial damage spreads fast—disrupting cash flow, margins, supplier performance, and even contract compliance.
What This Means for Finance Functions
Working capital and vendor payment risk: If your supply chain or vendor systems are compromised, payments can be delayed or misdirected. Inventory may sit idle, creating ripple effects across payables and receivables.
Contract eligibility and growth constraints: Many tier-1 suppliers now require proof of strong cyber and data protections. Falling short of these standards can mean losing orders or being disqualified from future bids.
Fraud exposure beyond phishing: Invoice manipulation, procurement fraud, kickbacks, and insider collusion remain significant risks. The Association of Certified Fraud Examiners reports the median fraud loss for manufacturers at roughly $177,000, with most schemes tied to billing or vendors.
Operational disruptions become financial disruptions: When a cyber incident halts production or delays shipments, CFOs feel the impact through missed revenue, customer penalties, and idle overhead.
Governance, insurance, and risk profiling: Cyber posture now influences more than IT audits. It affects insurance premiums, compliance reporting, and how the finance organization presents enterprise risk to the board.
Practical Steps for Finance Leaders
1. Map high-risk processes. Review finance workflows—vendor onboarding, payment approvals, ERP access, and data sharing—to pinpoint where cyber and fraud risks intersect.
2. Quantify potential losses. Build real-world scenarios. If production stops for 48 hours due to a cyber event, how much revenue is lost? What fixed costs remain? How does that impact cash flow?
3. Embed stronger controls. Introduce dual approvals for large payments, verify vendor bank details outside of email, and enforce role-based access to financial systems.
4. Translate cyber risk into financial terms. Frame conversations in the language of margin erosion, working capital exposure, contract risk, and insurance cost.
5. Collaborate across departments. Schedule regular checkpoints with IT, security, procurement, and operations to discuss threats, weak points, and the financial implications of downtime or fraud.
6. Budget for resilience, not just compliance. Cyber and fraud controls are not just regulatory requirements. They are business continuity investments that protect cash flow, contracts, and company reputation.
Final Thoughts
For manufacturing finance leaders, cyber-risk and fraud aren’t “IT problems” anymore. They are financial risks. Your balance sheet, your contract pipeline, your credibility with customers and suppliers are at stake. The companies that recognize this and act accordingly will preserve not just the factory lights—but the financial engine that powers growth. Reach out to Catalyst Connection today to have a conversation about CMMC readiness.