Magnus Wiktorsson and Andreas Archenti in front of the production lab at KTH, which is due to be completed in February. Photo: Anna Gullers

Published Oct 16, 2026

A factory does not need to be bombed to grind to a halt. Power cuts, cyberattacks and supply chain disruptions can quickly bring production to a standstill. How well prepared is Swedish industry for war and crisis? We asked KTH professors Andreas Archenti and Magnus Wiktorsson.

In the event of war or a major societal crisis, demand for certain products can change rapidly, while the conditions for manufacturing become more difficult. Modern industry relies on long supply chains, advanced digital systems and specialised expertise.

We spoke to Andreas Archenti and Magnus Wiktorsson , both professors at KTH’s Department of Production Engineering , about industrial resilience and what it takes to keep production running when society comes under strain.

What can bring a factory to a standstill, even if the building is still standing?

Andreas Archenti (AA): It is not just about the factory itself, but the entire ecosystem that keeps production running. This includes machinery, people, processes, maintenance, metrology, quality assurance and digital control systems. The factory also depends on suppliers of materials, components, tools and spare parts, as well as transport services and customers. All of these, in turn, rely on energy, water, communications, IT services, cybersecurity and access to the right skills.

A disruption to the power supply, an IT or control system, or the delivery of a critical component can be enough to halt production. In a highly automated factory, a cyberattack can have immediate consequences.

How resilient is Swedish industry in the face of a major crisis?

AA: The picture probably varies considerably. Sweden has strong expertise in technology and automation, but industry also depends on energy, digital systems, global suppliers and specialised equipment. Ensuring access to the right skills over the long term is important, too.

What does a factory need in order to keep producing during a crisis?

AA: Companies need to understand their critical dependencies and have contingency plans in place. This might involve alternative ways of working, flexible equipment, the right skills and clear procedures for shutting down and restarting production safely.

In a crisis, it may also be necessary to switch a facility’s production to other products, such as medical equipment, energy systems or communications equipment.

Global supply chains and digitalisation make industry more efficient. When do they also become a source of vulnerability?

Magnus Wiktorsson (MW): Global supply chains provide access to specialised components and enable efficient flows of goods, but they also create dependencies. We need a better understanding of which deliveries are critical, whether alternative suppliers are available and which critical components could be stockpiled.

Digitalisation can increase vulnerability, but it can also make production more resilient. Digital systems can help us detect problems early, monitor operations and plan alternatives. But this requires robust cybersecurity and the ability to restore systems if they are taken offline.

How much spare capacity and analogue capability do we need?

MW: It is not feasible to maintain full spare capacity everywhere. However, critical processes must be able to operate, shut down and restart safely, even if parts of the digital infrastructure fail.

Has the drive for efficiency reduced resilience?

MW: In some cases. Low stock levels, reliance on a small number of suppliers and high capacity utilisation can make production more vulnerable. Lean production, however, does not have to mean fragile production, provided systems are also designed for flexibility and rapid changeovers.

Can you test how well a facility would cope with a crisis?

AA: Yes. You can simulate power cuts, cyberattacks, material shortages, transport disruptions and staff absences, for example. It is also important to test combinations of disruptions and assess how quickly production can be adapted or restored.

How can KTH contribute?

AA: KTH can contribute research and technical expertise to help industry develop the manufacturing systems of the future. One important aspect is to view manufacturing as a whole: how people, machines, processes, material flows and digital systems interact. This is essential to addressing three major challenges facing industry: digitalisation and intelligence; sustainability and circularity; and resilience and adaptability. Through close collaboration with industry, we can develop and test solutions under real production conditions.

Interview: Anna Gullers