A recent benchmark of large Global 2000 companies reveals a troubling trend: while many organizations are attempting to manage supplier risk, their efforts are often fragmented, manual, and inconsistent.

Most companies conduct basic checks—such as screening suppliers against global watchlists and verifying banking details—but fall short when it comes to deeper risk assessments. Critical areas like financial health, political exposure, IT security, and data privacy are frequently overlooked.

As fraud and third-party risk continue to escalate—often originating from suppliers or even their subcontractors—procure-to-pay, risk, finance, and compliance teams are struggling to keep up.

The cost of that exposure isn’t just financial—it can permanently damage brand trust and reputation.

At the heart of the issue is outdated, manual processing. Despite advances in technology, over half of large companies still rely on paper forms to collect supplier data.

Forward-thinking organizations are turning to modern, automated platforms to address every dimension of supplier risk, including:

• Identity risk
• Financial risk
• Cybersecurity
• Ethics and compliance
• ESG (Environmental, Social, and Governance)
• Adverse media coverage

With powerful data and automation, supplier risk can be monitored continuously—starting at onboarding and continuing throughout the supplier relationship—without introducing delays or frustrating vendors.

To put this continuous risk monitoring into action, it’s essential to start with these key building blocks.

1. Build the Right Team

Managing supplier risk isn’t the responsibility of just one department—it’s a cross-functional effort.

Procurement, finance, vendor management, corporate security, internal audit, governance, and even corporate investigations all have a role to play. Depending on your organizational structure, these functions may live under different departments, making coordination critical.

Before launching or enhancing your supplier risk management program, bring the right stakeholders to the table. Align them early around a shared objective—securing executive buy-in, establishing a clear business case, and ensuring you have the budget and support to succeed. This team will shape the strategy, define priorities, and champion the program across the organization.

2. Define Risk Goals and Thresholds

Some leading organizations are very conservative with their approach to supplier risk and others simply want to check the regulatory boxes. Regardless of where you land, setting a clear risk management goal is essential before designing your program.

Start by asking the right questions:

• What supplier information and documentation are we currently collecting during onboarding?
• What are our defined thresholds for supplier criticality?
• How do our onboarding and risk processes change based on supplier type—such as one-time service providers versus critical infrastructure vendors?
• Can we quickly adapt our processes as new risks emerge or regulations evolve?
• Do we have a set schedule for re-evaluating suppliers’ inherent risk over time?

Organizations that succeed in supplier risk management begin with clarity: clear goals, clear thresholds, and a clear understanding of what needs to be protected—and why.

3. Align with Industry Benchmarks and Compliance Standards

Setting meaningful goals for your supplier risk management program starts with understanding the regulatory landscape. Industry-specific regulations, trading relationships, and employment practices all influence the types of risk your suppliers must be screened for—including identity, business continuity, ethics, financial health, IT security, sustainability, and negative media exposure.

If your suppliers fail to meet compliance requirements, your organization inherits that risk. That’s why a strong program includes mechanisms to collect, validate, and monitor supplier compliance data in real time.

Benchmarks and regulations vary depending on your industry and operational footprint:

• Banking and Finance: Federal Deposit Insurance Corporation (FDIC), Federal Reserve Board (FRB), Securities and Exchange Commission (SEC)

• Food and Pharmaceuticals: Food and Drug Administration (FDA), U.S. Department of Agriculture (USDA), Foreign Agricultural Service (FAS) in the U.S., or European Medicines Agency (EMA) in the EU

• Energy: U.S. Department of Energy (DOE), Agency for the Cooperation of Energy Regulators (ACER), and regional regulators

• Global Compliance: Office of Foreign Assets Control (OFAC) sanctions, Foreign Corrupt Practices Act (FCPA), and Environmental, Social, and Governance (ESG) or supplier diversity requirements

Consider mapping your compliance process and risk management frameworks with industry accepted frameworks. This will help provide your supplier risk program with a structured foundation and ensure long-term alignment with industry best practices.

4. Audit and Document Your Current Processes

You can’t improve what you haven’t mapped. Start by analyzing your current supplier onboarding and risk management workflow. One apexanalytix client was using the same 500-question onboarding form for every vendor—whether it was a party supply company or a mission-critical cloud provider. The result? Frustrated suppliers, overloaded teams, and extended onboarding cycles that cost time and money.

Ask yourself:

• How long does it currently take to onboard a new supplier?

• Are delays impacting business operations?

• Who owns and manages each step of the process?

• How many people are involved?

• Do you segment or categorize your vendors?

In one case, onboarding a new vendor took 45 days on average—and much longer for strategic partners. By implementing automated, data-driven workflows, the organization cut onboarding times down to four days for most suppliers, without sacrificing compliance or visibility.

5. Categorize Suppliers by Risk Level

Not all suppliers pose the same level of risk—and your processes shouldn’t treat them as if they do. Start by grouping vendors based on their business impact and risk profile:

• Low Risk: Service providers with minimal access to systems or sensitive data (e.g., cleaning services)

• Medium Risk: Suppliers of common but essential goods, like laptops or office software

• High Risk: Professional service providers or consultants who may have access to legal, financial, or confidential data

• Critical: Core infrastructure providers—those who host your data or supply the software that powers your business

By segmenting suppliers into clear risk categories, you can tailor your onboarding requirements and risk management efforts. Each group should have its own questionnaire, validation process, and review cadence—ensuring oversight without unnecessary complexity.

6. Leverage Data and Automation

Supplier risk doesn’t just appear during onboarding—it exists at every stage of the supplier lifecycle and evolves over time. To keep pace, organizations need more than reactive processes. They need a proactive system that monitors supplier risk continuously and automatically.

Modern supplier risk management programs harness the power of data and automation to do the heavy lifting. Tasks that once required manual effort—verifying tax IDs, checking for sanctions, validating bank account ownership—can now be completed in seconds through integration with trusted third-party data sources.

By automating these risk checks and validations during onboarding, you eliminate back-and-forth emails, phone calls, and manual data entry that slow down the process. And with continuous monitoring in place, your team is alerted to new risks as they emerge—long after a supplier has been approved.

Automation not only improves efficiency but dramatically reduces the risk of missing critical red flags. It’s how leading organizations stay ahead of supplier threats while scaling their operations with confidence.