Ingram Micro Issues Statement Regarding Cybersecurity Incident
Ingram Micro Holding Corporation (NYSE: INGM) ('Ingram Micro' or the 'Company') today issued the following statement with respect to an ongoing system outage:
Ingram Micro recently identified ransomware on certain of its internal systems. Promptly after learning of the issue, the Company took steps to secure the relevant environment, including proactively taking certain systems offline and implementing other mitigation measures. The Company also launched an investigation with the assistance of leading cybersecurity experts and notified law enforcement.
Ingram Micro is working diligently to restore the affected systems so that it can process and ship orders, and the Company apologizes for any disruption this issue is causing its customers, vendor partners, and others.
About Ingram Micro
Ingram Micro (NYSE: INGM) is a leading technology company for the global information technology ecosystem. With the ability to reach nearly 90% of the global population, we play a vital role in the worldwide IT sales channel, bringing products and services from technology manufacturers and cloud providers to a highly diversified base of business-to-business technology experts. Through Ingram Micro Xvantage™, our AI-powered digital platform, we offer what we believe to be the industry's first comprehensive business-to-consumer-like experience, integrating hardware and cloud subscriptions, personalized recommendations, instant pricing, order tracking, and billing automation. We also provide a broad range of technology services, including financing, specialized marketing, and lifecycle management, as well as technical pre- and post-sales professional support. Learn more at www.ingrammicro.com .
Forward-Looking Statements
This release contains 'forward-looking statements' within the meaning of Section 27A of the Securities Act of 1933, as amended, Section 21E of the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995. You can identify forward-looking statements because they contain words such as 'believes,' 'expects,' 'may,' 'will,' 'should,' 'seeks,' 'intends,' 'plans,' 'estimates,' or 'anticipates,' or similar expressions which concern our strategy, plans, projections, or intentions. By their nature, forward-looking statements: speak only as of the date they are made; are not statements of historical fact or guarantees of future performance; and are subject to risks, uncertainties, assumptions or changes in circumstances that are difficult to predict or quantify. Our expectations, beliefs, and projections are expressed in good faith, and we believe there is a reasonable basis for them. However, there can be no assurance that management's expectations, beliefs, and projections will result or be achieved, and actual results may vary materially from what is expressed in or indicated by the forward-looking statements. Certain important factors that could cause actual results to differ, possibly materially, from our expectations, beliefs, and projections reflected in such forward-looking statements can be found in the 'Risk Factors' and 'Cautionary Note Regarding Forward-Looking Statements' sections included in the Company's Annual Report on Form 10-K and Quarterly Reports on Form 10-Q. We undertake no obligation to publicly update or review any forward-looking statement, whether as a result of new information, future developments, or otherwise, except as may be required by any applicable securities laws. You should not place undue reliance on forward-looking statements, which speak only as of the date they are made.
View source version on businesswire.com: https://www.businesswire.com/news/home/20250705035732/en/
CONTACT: Investor Relations
Willa McManmon
[email protected]
Lisa Zwick
[email protected]
KEYWORD: UNITED STATES NORTH AMERICA CALIFORNIA
INDUSTRY KEYWORD: DATA MANAGEMENT SECURITY TECHNOLOGY SOFTWARE ARTIFICIAL INTELLIGENCE INTERNET
SOURCE: Ingram Micro Holding Corporation
Copyright Business Wire 2025.
PUB: 07/05/2025 10:07 PM/DISC: 07/05/2025 10:07 PM
http://www.businesswire.com/news/home/20250705035732/en
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
11 minutes ago
- Forbes
In The AI Revolution, Medical Schools Are Falling Behind U.S. Colleges
Instead of learning to use the tools that will define tomorrow's care, med school students still ... More memorize biochemistry pathways and obscure facts they'll never use in clinical practice. getty At Duke University, every matriculating student now has access to a custom AI assistant. At Cal State, more than 460,000 students across 23 campuses are equipped with a 24/7 ChatGPT toolkit upon enrollment. These aren't pilot programs. They're part of a full-scale transformation in the way higher education is preparing students for their future careers. Meanwhile, most U.S. medical schools remain stuck in the last century. Instead of learning to use the tools that will define tomorrow's care, students still memorize biochemistry pathways and are tested on obscure facts they'll never use in clinical practice. Following the release of OpenAI's ChatGPT in 2022, college deans and department chairs responded with caution. They worried about plagiarism, declining writing skills and an overreliance on artificial intelligence. Since, most have since shifted from risk avoidance to opportunity. Today, universities are integrating generative AI into tutoring, test prep, research, advising and more. Many now expect faculty to teach AI fluency across each of their disciplines. Medical education hasn't kept pace. A recent Educause study found that only 14% of medical schools have developed a formal GenAI curriculum compared with 60% of undergraduate programs. Most medical school leaders continue to view large language models as administrative tools rather than clinical ones. That's a mistake. By the time today's students become physicians, they'll carry in their pockets a tool more powerful and important to clinical practice than the stethoscope ever was. In seconds, GenAI can surface every relevant medical study, guideline and precedent. And soon, it will allow patients to accurately evaluate symptoms and understand treatment options before they ever set foot in a clinic. Used wisely, generative AI will help prevent the 400,000 deaths each year from diagnostic errors, the 250,000 from preventable medical mistakes and the 500,000 from poorly controlled chronic diseases. Despite GenAI's potential to transform healthcare, most medical schools still train students for the medicine of the past. They prioritize memorization over critical thinking and practical application. They reward students for recalling facts rather than for effectively accessing and applying knowledge with tools like ChatGPT or Claude. Historically, physicians were judged by how well they told patients what to do. In the future, success will be measured by medical outcomes. Specifically, how well clinicians and AI-empowered patients work together to prevent disease, manage symptoms and save lives. The outdated approach to medical education persists beyond university classrooms. Internship and residency programs still prioritize applicants for their memorization-based test scores. Attending physicians routinely quiz trainees on arcane facts instead of engaging in practical problem-solving. This practice, known as 'pimping,' is a relic of 20th-century training. Few industries outside of medicine would tolerate it. How To Modernize Medical Training Generative AI is advancing at breakneck speed, with capabilities doubling roughly every year. In five years, medical students will enter clinical practice with GenAI tools 32 times more powerful than today's models — yet few will have received formal training on how to use them effectively. Modernizing medical education must begin with faculty. Most students entering medical school in 2025 will already be comfortable using generative AI, having leaned on it during college and while preparing for the MCAT exam. But most professors will be playing catch-up. To close this gap, medical schools should implement a faculty education program before the new academic year. Instructors unfamiliar with GenAI would learn how to write effective prompts, evaluate the reliability of answers and ask clarifying questions to refine outputs. Once all faculty have a foundational understanding of the new applications, the real work begins. They need to create a curriculum for the coming semester. Here are two examples of what that might look like for third-year students on a clinical rotation: Exercise 1: Differential diagnosis with GenAI as a co-physician In a small-group session, students would receive a clinical vignette: A 43-year-old woman presents with fatigue, joint pain and a facial rash that worsens with sun exposure. Students would begin by first drafting their own differential diagnosis. Then, they would prompt a generative AI tool to generate its own list of potential diagnoses. Next, participants would engage the AI in a back-and-forth dialogue, questioning its reasoning, testing assumptions and challenging conclusions. To reinforce clinical reasoning in collaboration with GenAI, each student would also submit written responses to these questions: Is lupus or dermatomyositis the more likely diagnosis, and why? What additional data would help rule out Lyme disease? Cite three high-quality studies that support your diagnostic ranking. The goal of this type of exercise isn't to identify a 'right' answer but to strengthen analytical thinking, expose cognitive biases and teach students how to use GenAI to broaden diagnostic reasoning (not limit it). By the end of the exercise, students should be more confident using AI tools to support — but not replace — their own clinical judgment. Exercise 2: Managing chronic disease with GenAI support In this scenario, students imagine seeing a 45-year-old man during a routine checkup. The patient has no prior medical problems but, on physical exam, his blood pressure measures 140/100. Students begin by walking through the clinical reasoning process: What questions would they ask during the patient history? Which physical findings would be most concerning? What laboratory tests would they order? What initial treatment and follow-up plan would they recommend? Then, students enter the same case into a generative AI tool and evaluate its recommendations. Where do the AI's suggestions align with their own? Where do they differ (and why)? Finally, students are tasked with designing a patient-centered care plan that incorporates medical therapy, lifestyle changes and as many GenAI-powered applications as possible. These might include analyzing data from at-home blood pressure monitors, customizing educational guidance or enabling patients to actively manage their chronic diseases between visits. Training Physicians To Lead, Not Follow Colleges understand that preparing students for tomorrow's careers means teaching them how to apply generative AI in their chosen fields. Medicine must do the same. Soon, physicians will carry in their pocket the entirety of medical knowledge, instantly accessible and continuously updated. They'll consult AI agents trained on the latest research and clinical guidelines. And their patients, empowered by GenAI, will arrive not with random Google results, but with a working understanding of their symptoms, potential diagnoses and evidence-based treatment options. If medical schools don't prepare students to lead clinical application of these tools, for-profit companies and private equity firms will focus solely on ways to lower costs, even when these approaches compromise medical care. As medical school deans prepare to welcome the class of 2029, they must ask themselves: Are we training students to practice yesterday's medicine or to lead tomorrow's?
CNN
21 minutes ago
- CNN
Tariffs, explained: What Trump wants from all these trade deals
President Donald Trump and his administration are racing to get trade deals done ahead of a self-imposed deadline, at which point tariffs are set to rise for dozens of countries across the world. News about the on-again, off-again tariffs have become such a daily fixture of the second Trump administration that, at times, it can be hard to remember why the president started down this path in the first place. Trump has given many different reasons for why he believes tariffs are a crucial part of his policy agenda, but they can be categorized into four main goals: Restore America's manufacturing prowess. Grow US revenue. Equalize the balance of trade. Pressure foreign countries into setting policies that benefit the United States. Trump has often treated tariffs like a panacea – a catch-all economic tool that can simultaneously restore blue-collar jobs, pay off the US deficit, bring foreign nations to heel on key disputes and reduce Americans' tax burdens. In his first months in office, Trump has used tariffs to make progress on each of those goals. Some companies have announced that they'll invest in US factories, citing the costly tariffs. Tens of billions of dollars of tariff revenue are coming into the United States every month. America's trade deficit was cut in half in April — a dramatic decrease. And Trump has brought several countries to the negotiating table after threatening high tariffs — all without dramatically increasing inflation. However, early indicators of success may be more of a sign of an initial shock to the system, as companies, consumers and businesses make rapid adjustments to the new reality of higher US tariffs. Economists and business leaders maintain that tariffs probably won't lead to a major American factory boom. They argue revenue from tariffs will remain a drop in the bucket compared to the massive budget deficit that was just exacerbated by Trump signing his expensive domestic policy agenda and tax cuts into law. Tariffs and trade deals probably won't dramatically increase demand for US goods in foreign countries. And some trading partners have already shown there's a limit to how much tariff threats can achieve. 'I'm telling you, you just watch. We're going to have jobs. We're going to have open factories. It's going to be great,' Trump said on Air Force One in March. To accomplish that, Trump has often advocated for lower taxes at home and higher taxes for goods made abroad. Trump during his joint address to Congress in March made an oft-since-repeated threat: 'If you don't make your product in America, … under the Trump administration, you will pay a tariff and, in some cases, a rather large one.' Trump has notched a handful of early PR victories after imposing tariffs. Apple in February said it would invest $500 billion in US manufacturing. GE Appliances said last month it would also spend a half a billion dollars to move a factory from China to make washing machines in the United States. And General Motors said in June it would spend $4 billion to increase its production in the United States. Many other companies have made similar announcements. However, many of those decisions were made prior to or independently of Trump's tariffs, the companies say. That's because factories can take years to plan, build and begin operations. Another major complication: Skilled manufacturing labor is hard to come by in the United States. That's why in May, the Labor Department reported 414,000 job openings in the manufacturing sector: There just aren't enough people in the United States who want to or are skilled enough to complete the work. And American labor can be much more expensive than in other countries. That's why some industry experts estimate the cost of an iPhone would surge to over $3,000 if it were made in the USA. Meanwhile, manufacturing jobs are not booming — quite the opposite. After Trump declared victory with gains of 9,000 manufacturing jobs in his first two full months in office, they have since tumbled by 7,000 jobs in each of the past two months, and the number of manufacturing jobs is now lower since Trump took office than when he started. Tariffs may ultimately help to restore some manufacturing in America. But as Trump routinely reminds companies: If you make products in America, you pay no tariffs. That means if companies do as Trump asks, then America can't raise tariff revenue from them. Trump has made astronomical estimates about how much money tariffs can raise, arguing tariffs could bring in trillions of dollars in annual revenue. 'We're going to make a lot of money, and we're going to cut taxes for the people of this country,' Trump said before boarding Air Force One for his return from Pope Francis' funeral in April. 'It'll take a little while before we do that, but we're going to be cutting taxes, and it's possible we'll do a complete tax cut, because I think the tariffs will be enough to cut all of the income tax.' To accomplish that, tariffs would need to be exceedingly high — significantly higher than the already historic levels at which the Trump administration has set them today, or even the 60% to 70% Trump threatened to impose on some countries beginning in August. The federal government raises about $3 trillion a year from income taxes. The United States also happens to import around $3 trillion worth of goods annually. So that means tariffs would have to be at least 100% on all imported goods for the levies to replace income taxes, said Torsten Slok, chief economist at Apollo Global Management. It's not quite that simple: Demand would fall as prices rise. So Slok estimates tariffs may have to be set at 200% to replace all federal income tax revenue. Tariffs aren't bringing in anything close to that amount right now: The Treasury Department said Trump has raised less than $100 billion in tariff revenue since taking office, bringing in around $20 billion a month in each of the past several months. But there's a problem: Some of the most punishing tariffs aren't designed to remain in place that long. The Trump administration, for example, has placed 25% tariffs on Canada and Mexico and 20% on China to incentivize them to reduce the flow of fentanyl into the United States. If that is successful, Trump has said the tariffs will 'come off.' And his trade deals are set to lower the tariff rate on some countries' goods and services — not raise them. Trump has often spoken about tariffs in terms of 'fairness,' saying other countries are 'ripping off' Americans with high trade barriers. He has repeatedly said he envisions America as a highly desirable department store and views tariffs as a 'cost of doing business in America.' As a result, Trump on April 2 introduced 'reciprocal' tariffs, which were calculated by effectively measuring America's goods trade deficit with foreign countries and cutting that in half. So the countries from which America imported a large number of goods but exported little were punished with the highest reciprocal tariffs. When America is charged a higher tariff and has a trade imbalance with other countries, Trump has often incorrectly labeled that a 'subsidy' or a 'loss.' But economists largely agree that trade deficits are not losses or subsidies. In fact, they can be a reflection of a strong economy. Nevertheless, Trump's tariffs initially had a major effect on the goods trade deficit, narrowing it from about $130 billion in April to around $60 billion in May, according to the US Commerce Department. US imports tumbled, primarily as 145% tariffs the Trump administration imposed on Canada created an effective blockade on Chinese goods entering the United States. The trade gap widened again in May after tariffs fell on Chinese goods and as foreign countries reduced their purchases of US exports. Over time, however, tariffs aren't likely to meaningfully narrow the trade gap America has with other countries, economists argue. Many countries make goods more cheaply in other countries, and many products simply cannot be grown or produced in America. If the trade gap continued to fall, it could be a signal that America's spending power was diminishing. Trump has repeatedly threatened tariffs as a kind of anvil dangling over the heads of countries, companies or industries. The subjects of Trump's tariff threats have, at times, immediately come to the negotiating table. The most recent example was last week, when Canada backed off its digital services tax that was set to go into effect. Trump had railed against the tax on online companies, including US corporations that do business in Canada. He threatened to end trade talks with America's northern neighbor. Trump also said he would set a new tariff for Canada, which ultimately backed down, saying it would drop the tax to help bring the countries back to the table. But it doesn't always work. Trump's tariffs have not stopped the flow of fentanyl into the United States, although that was always an unreasonably lofty goal. The threat of tariffs have also failed to convince Apple to bring iPhone manufacturing to the United States, Hollywood to make more movies in Los Angeles, or US automakers to close their Canadian and Mexican factories. If and when targets of tariffs ultimately acquiesce to Trump's demands, those tariffs also have to go away, which hurts the administration's revenue-raising goals. Trump has notched several early wins with his tariffs — both politically and economically. But in the long run, tariffs probably can't achieve all of his lofty goals at the same time. That's because Trump's aims are often contradictory. For example, if tariffs are a pressure campaign, they have to go away once the countries acquiesce — meaning there will be no tariffs to restore the trade balance. If tariffs are designed to promote America's manufacturing sector, they can't also raise revenue to offset deficits. If Americans switch to made-in-the-USA goods, then who pays the tariff on foreign products? When used effectively, tariffs can help boost production at home by making foreign goods more expensive. Because America is an enormous and diverse economy that doesn't rely on trade as much as its neighbors, the United States could use tariffs to inflict serious damage on other countries' economies without plunging itself into a recession. Revenue raised by tariffs could help offset some of its deficits. Achieving all those outcomes simultaneously, however, may not be possible.
Bloomberg
24 minutes ago
- Bloomberg
How You Get and Actually Keep a Job at a Multi-Strat Hedge Fund
Listen to Odd Lots on Apple Podcasts Listen to Odd Lots on Spotify Subscribe to the newsletter Multi-strategy hedge funds, composed of lots of individual portfolio managers, have seen assets under management boom in recent years, thanks to astonishingly consistent returns throughout the cycle. If you're one of the PMs, the money can be incredibly lucrative. But job security is fickle, and it's easy to lose your place on the team. So how do you actually get your seat and keep it? On this episode, we speak with Brian Yelvington, a consultant at the recruitment firm Carrington Fox. He's also a longtime veteran of the industry, having been a trader at many large firms. He discusses how people get their foot in the door, the skills needed to succeed, and how to think about optimizing returns while avoiding ruin.
