A fully managed third-party risk programme covering vendor onboarding due diligence, continuous monitoring and periodic reassessment across your entire supplier base.
Most organisations vet a vendor once, at onboarding, and rarely revisit that assessment until a contract renewal or an incident forces the question. Between those points, a vendor's financial position can deteriorate, its ownership can change, or a related entity can become the subject of litigation, all without your organisation being told. Managing this properly across dozens or hundreds of vendors is a resourcing problem most procurement and risk teams are not staffed to solve internally.
A fully managed third-party risk programme: structured due diligence at onboarding for every new vendor, continuous monitoring for material changes across your active supplier base, and periodic reassessment on a schedule matched to each vendor's risk tier, with a named analyst accountable for the programme.
Structured onboarding due diligence for every new vendor
Continuous monitoring for financial, ownership and litigation changes
Risk-tiered reassessment schedule matched to vendor criticality
A single consolidated risk register across your entire supplier base
Combines our standard vendor due diligence methodology with continuous monitoring of corporate registries, court records and adverse media across your defined supplier base, coordinated by a named analyst who maintains your risk register and escalates material findings as they are confirmed.
Individual reports are point-in-time and vendor by vendor. This is a standing programme: every new vendor is assessed, every existing vendor is monitored, and one analyst owns the full picture rather than a series of disconnected reports.
Yes. Scope and workflow are confirmed on your scoping call and built around your existing onboarding and renewal process, rather than replacing it.
Programmes covering up to around 50 vendors are managed directly by a named analyst. Larger supplier bases are scoped with automated tiering for lower-risk vendors, reserving direct analyst attention for your most critical relationships, confirmed with you at scoping rather than assumed.
Procurement and risk teams jointly, in our experience, with the risk register giving both functions the same current picture rather than each working from a different, aging snapshot.
Every enquiry is reviewed by an analyst and routed to a scoping call, a fixed fee is confirmed in writing before any work begins.