[{"data":1,"prerenderedAt":2806},["ShallowReactive",2],{"ressourcen-blog-the-supplier-code-of-conduct-de-published":3},{"name":4,"created_at":5,"published_at":6,"updated_at":7,"id":8,"uuid":9,"content":10,"slug":2792,"full_slug":2793,"sort_by_date":2794,"position":2795,"tag_list":2796,"is_startpage":11,"parent_id":869,"meta_data":29,"group_id":2797,"first_published_at":2798,"release_id":29,"lang":35,"path":29,"alternates":2799,"default_full_slug":2800,"translated_slugs":2801},"The Supplier Code of Conduct: Is It Still Enough?","2026-04-22T12:12:51.494Z","2026-06-03T12:34:28.346Z","2026-06-03T12:34:28.366Z",168633841687334,"81012088-a0a5-47cc-b561-8e163d8fd437",{"big":11,"_uid":12,"type":13,"pinned":11,"section":44,"tagline":524,"metatags":525,"overline":532,"component":533,"thumbnail":534,"additional_seo":538,"related_articles":539,"footer_cta_text_alt":2789},false,"3a48d16a-9e42-4737-a0a6-c60ee4d2d5ce",[14],{"name":15,"created_at":16,"published_at":17,"updated_at":18,"id":19,"uuid":20,"content":21,"slug":27,"full_slug":28,"sort_by_date":29,"position":30,"tag_list":31,"is_startpage":11,"parent_id":32,"meta_data":29,"group_id":33,"first_published_at":34,"release_id":29,"lang":35,"path":29,"alternates":36,"default_full_slug":37,"translated_slugs":38,"_stopResolving":43},"Blog","2025-03-11T18:35:50.636Z","2026-05-20T11:24:42.311Z","2026-05-20T11:24:42.332Z",638707898,"64442308-f952-486c-9828-acfe7d854148",{"_uid":22,"component":23,"folder_slug":24,"overview_page":25,"articles_page_title":15},"fa26946f-991a-4f78-9c9e-b1c074d74ecf","article_type","test/articles/blog",[26],"88e88578-0a02-419f-9ccc-58fe31e98681","blog","de/artikel/typ/blog",null,-20,[],559406674,"095d1902-25d3-4d9f-9f72-eae04585b89c","2025-03-12T09:16:58.265Z","de",[],"articles/type/blog",[39,41],{"path":37,"name":29,"lang":40,"published":29},"fr",{"path":42,"name":29,"lang":35,"published":29},"artikel/typ/blog",true,[45],{"_uid":46,"title":4,"content":47,"component":523},"9188f656-bed9-46e7-8f0a-35379e1a7617",[48],{"_uid":49,"is_big":11,"content":50,"component":522},"6fcb5ab4-0233-46a8-8099-e9bbba8bef3c",{"type":51,"content":52},"doc",[53,70,75,87,92,97,99,108,113,127,175,177,184,189,194,199,208,229,249,272,277,282,326,331,333,338,343,348,358,368,378,383,392,434,441,456,458,471,476,481,486,491,496,501,506,511,516],{"type":54,"attrs":55,"content":56},"paragraph",{"textAlign":29},[57,60],{"text":58,"type":59},"In our previous post, we went over ","text",{"text":61,"type":59,"marks":62},"due diligence: what it is, why it matters, and how it’s done. ",[63],{"type":64,"attrs":65},"link",{"href":66,"uuid":67,"anchor":29,"target":68,"linktype":69},"/articles/supply-chain-due-diligence-101","6c4f2bb4-1692-4db6-8036-e9d797dad4d2","_self","story",{"type":54,"attrs":71,"content":72},{"textAlign":29},[73],{"text":74,"type":59},"To recap, due diligence refers to any efforts taken by a company to determine current and potential risks in the supply chain, from Tier 1 to Tier-N. This is also known as Supply Chain Visibility (SCV).",{"type":54,"attrs":76,"content":77},{"textAlign":29},[78,80,85],{"text":79,"type":59},"Establishing a ",{"text":81,"type":59,"marks":82},"code of conduct",[83],{"type":84},"bold",{"text":86,"type":59}," has been one way in which companies have tried to perform due diligence. ",{"type":54,"attrs":88,"content":89},{"textAlign":29},[90],{"text":91,"type":59},"This involves making sure that a company is complying with human rights, labour standards, and environmental policies, but also verifying that suppliers are in compliance with applicable laws and ethics. ",{"type":54,"attrs":93,"content":94},{"textAlign":29},[95],{"text":96,"type":59},"Implementing such a written guideline enables companies to prevent some supply chain risks and safeguard their reputation. It can even translate into a competitive advantage when scouting for a proper supplier.",{"type":54,"attrs":98},{"textAlign":29},{"type":100,"attrs":101,"content":103},"heading",{"level":102,"textAlign":29},2,[104],{"text":105,"type":59,"marks":106},"What is a Supplier Code of Conduct?",[107],{"type":84},{"type":54,"attrs":109,"content":110},{"textAlign":29},[111],{"text":112,"type":59},"A supplier code of conduct, also referred to as a code of ethics or a code of practices, are guidelines that list a company’s expectations regarding what they consider to be acceptable and unacceptable supplier practices. The supplier code of conduct intends to ensure that suppliers adhere to high standards of humane, ethical, and environmentally-friendly working conditions and practices. ",{"type":54,"attrs":114,"content":115},{"textAlign":29},[116,118,120],{"text":117,"type":59},"Commonly, a supplier code of conduct includes the following topics:",{"type":119},"hard_break",{"type":121,"attrs":122},"image",{"id":123,"alt":124,"src":125,"title":124,"source":124,"copyright":124,"meta_data":126},21410681,"","https://a.storyblok.com/f/297658/510x353/52e938c778/blog-graphic-code-of-conduct-topics.svg",{},{"type":128,"content":129},"bullet_list",[130,142,153,164],{"type":131,"content":132},"list_item",[133],{"type":54,"attrs":134,"content":135},{"textAlign":29},[136,140],{"text":137,"type":59,"marks":138},"Labour Practice and Standards",[139],{"type":84},{"text":141,"type":59},"—This section focuses on practices that safeguard against child labour, discrimination, health and safety violations, inhumane working conditions and working hours, poor compensation, forced employment, etc.  ",{"type":131,"content":143},[144],{"type":54,"attrs":145,"content":146},{"textAlign":29},[147,151],{"text":148,"type":59,"marks":149},"Environmental Policy",[150],{"type":84},{"text":152,"type":59},"—Consists of regulations and requirements that aim to make sure that the supplier’s business practices and operations are not harmful to the environment.",{"type":131,"content":154},[155],{"type":54,"attrs":156,"content":157},{"textAlign":29},[158,162],{"text":159,"type":59,"marks":160},"Ethics",[161],{"type":84},{"text":163,"type":59},"—Compliance with fair business practices, anti-corruption regulations, and rightful managing partner relationships. ",{"type":131,"content":165},[166],{"type":54,"attrs":167,"content":168},{"textAlign":29},[169,173],{"text":170,"type":59,"marks":171},"Documentation Policy and Review",[172],{"type":84},{"text":174,"type":59},"—Consists of a detailed description of the documentation process and an outline of the review process. ",{"type":54,"attrs":176},{"textAlign":29},{"type":100,"attrs":178,"content":179},{"level":102,"textAlign":29},[180],{"text":181,"type":59,"marks":182},"Why is a Supplier Code of Conduct Important?",[183],{"type":84},{"type":54,"attrs":185,"content":186},{"textAlign":29},[187],{"text":188,"type":59},"The need to establish a resilient and transparent supply chain is on the rise—and the advantages are clear for any company looking to gain a competitive edge. So, why aren’t more companies adopting transparent and resilient business practices? ",{"type":54,"attrs":190,"content":191},{"textAlign":29},[192],{"text":193,"type":59},"At first glance, achieving supply chain visibility (SCV) seems like an expensive, time-consuming process that might easily fail, given how hard it is to identify and keep track of all your suppliers—especially Tier-N. ",{"type":54,"attrs":195,"content":196},{"textAlign":29},[197],{"text":198,"type":59},"However, with the right partner—and software—at your side, Tier-N transparency is easily achievable. ",{"type":54,"attrs":200,"content":201},{"textAlign":29},[202,203],{"type":119},{"type":121,"attrs":204},{"id":205,"alt":124,"src":206,"title":124,"source":124,"copyright":124,"meta_data":207},21410679,"https://a.storyblok.com/f/297658/4032x1862/70c518a0c6/tier-n-1.svg",{},{"type":54,"attrs":209,"content":210},{"textAlign":29},[211,213,227],{"text":212,"type":59},"Prewave’s ",{"text":214,"type":59,"marks":215},"Tier-N monitoring",[216],{"type":64,"attrs":217},{"href":218,"uuid":219,"anchor":29,"target":68,"linktype":69,"story":220},"/platform/tier-n-supply-chain-mapping","85c2e228-6d20-4ecc-b0c2-4a6824fdd9b4",{"name":221,"id":222,"uuid":219,"slug":223,"url":224,"translated_name":225,"full_slug":226,"_stopResolving":43},"Tier-N",632224814,"tier-n","platform/tier-n","N-Tier","de/plattform/n-tier",{"text":228,"type":59}," is your one-stop solution to complete supply chain visibility. The process is simple: We begin with a list of your direct suppliers. We then use our software to map out your entire supply chain, which gives us an overview of all supply chain tiers down to the raw material. With this information, we can start the screening process, which finds risks in real-time—and up to 10 years in the past.",{"type":54,"attrs":230,"content":231},{"textAlign":29},[232,234,247],{"text":233,"type":59},"All of this information is used to build the ",{"text":235,"type":59,"marks":236},"360° supplier score",[237],{"type":64,"attrs":238},{"href":239,"uuid":240,"anchor":29,"target":68,"linktype":69,"story":241},"/platform/360-supplier-scoring","564acb19-ca95-4dcb-8ef9-98c1135aa359",{"name":242,"id":243,"uuid":240,"slug":244,"url":245,"translated_name":242,"full_slug":246,"_stopResolving":43},"Scoring",632229976,"scoring","platform/scoring","de/plattform/scoring",{"text":248,"type":59},"—an easy-to-work-with indicator that will soon become a part of your daily business operations. With this information at your fingertips, it will be easy to:",{"type":128,"content":250},[251,258,265],{"type":131,"content":252},[253],{"type":54,"attrs":254,"content":255},{"textAlign":29},[256],{"text":257,"type":59},"Determine which supplier poses the greatest risk to your business",{"type":131,"content":259},[260],{"type":54,"attrs":261,"content":262},{"textAlign":29},[263],{"text":264,"type":59},"Plan for and react to any disruptions in advance",{"type":131,"content":266},[267],{"type":54,"attrs":268,"content":269},{"textAlign":29},[270],{"text":271,"type":59},"Stay informed of what is happening in your supply chain, in real-time ",{"type":54,"attrs":273,"content":274},{"textAlign":29},[275],{"text":276,"type":59},"With this setup, we ensure that your supply chain is as transparent as possible, so that you can reduce disruptions and ESG risks, which in turn will make not only yours, but all supply chains more resilient and sustainable.",{"type":54,"attrs":278,"content":279},{"textAlign":29},[280],{"text":281,"type":59},"Prewave can help you build the foundation of your code of conduct, which will: ",{"type":128,"content":283},[284,291,298,305,312,319],{"type":131,"content":285},[286],{"type":54,"attrs":287,"content":288},{"textAlign":29},[289],{"text":290,"type":59},"Establish clear expectations of humane, ethical, and environmentally-friendly business practices",{"type":131,"content":292},[293],{"type":54,"attrs":294,"content":295},{"textAlign":29},[296],{"text":297,"type":59},"Instil a sense of shared goals and views along your entire supply chain",{"type":131,"content":299},[300],{"type":54,"attrs":301,"content":302},{"textAlign":29},[303],{"text":304,"type":59},"Ensure that your suppliers take responsibility for everything that is happening in their own supply chains",{"type":131,"content":306},[307],{"type":54,"attrs":308,"content":309},{"textAlign":29},[310],{"text":311,"type":59},"Establish a transparent, more resilient supply chain",{"type":131,"content":313},[314],{"type":54,"attrs":315,"content":316},{"textAlign":29},[317],{"text":318,"type":59},"Protect your business from financial and reputational damages",{"type":131,"content":320},[321],{"type":54,"attrs":322,"content":323},{"textAlign":29},[324],{"text":325,"type":59},"Help you choose future suppliers",{"type":54,"attrs":327,"content":328},{"textAlign":29},[329],{"text":330,"type":59},"A code of conduct is especially valuable if your company sources material and products from countries with unclear or undefined environmental and labour laws.",{"type":54,"attrs":332},{"textAlign":29},{"type":100,"attrs":334,"content":335},{"level":102,"textAlign":29},[336],{"text":337,"type":59},"How to Create a Supplier Code of Conduct?",{"type":54,"attrs":339,"content":340},{"textAlign":29},[341],{"text":342,"type":59},"For the supplier code of conduct to work as intended, it needs to be tailored to the needs of the company—and the entire supply chain, across all tiers. ",{"type":54,"attrs":344,"content":345},{"textAlign":29},[346],{"text":347,"type":59},"The following three steps for implementing a supplier code of conduct will enable you to adjust your own based on your needs and expectations:",{"type":54,"attrs":349,"content":350},{"textAlign":29},[351,356],{"type":121,"attrs":352},{"id":353,"alt":124,"src":354,"title":124,"source":124,"copyright":124,"meta_data":355},21410678,"https://a.storyblok.com/f/297658/510x353/8734e6a3a5/blog-graphic-code-of-conduct-step1.svg",{},{"text":357,"type":59},"Depending on the country your supplier is located in, industry, and product, different alterations will need to be implemented to the supplier code of conduct.",{"type":54,"attrs":359,"content":360},{"textAlign":29},[361,366],{"type":121,"attrs":362},{"id":363,"alt":124,"src":364,"title":124,"source":124,"copyright":124,"meta_data":365},21410682,"https://a.storyblok.com/f/297658/510x353/c7980a9be3/blog-graphic-code-of-conduct-step2.svg",{},{"text":367,"type":59},"As your suppliers are directly affected, discussing matters with them is highly recommended. Your suppliers might already might be in compliance with or adhere to a code of conduct. It might be useful to examine any past or existing codes of conduct.",{"type":54,"attrs":369,"content":370},{"textAlign":29},[371,376],{"type":121,"attrs":372},{"id":373,"alt":124,"src":374,"title":124,"source":124,"copyright":124,"meta_data":375},21410680,"https://a.storyblok.com/f/297658/510x353/0c77d3e5b8/blog-graphic-code-of-conduct-step3.svg",{},{"text":377,"type":59},"Reviewing industry-specific, standardised codes of conduct could prove to be an advantage when working closely with suppliers. The following are examples of standardised codes of conduct: the Ethical Trading Initiative, the Fair Labour Association, and the Industry Citizenship Coalition. ",{"type":54,"attrs":379,"content":380},{"textAlign":29},[381],{"text":382,"type":59},"Below, you will find the International Labour and Environmental standards, which serve as the basis for a supplier code of conduct, as these texts describe the basic principles of human rights, labour regulations, and environmental policies.",{"type":54,"attrs":384,"content":385},{"textAlign":29},[386,390],{"text":387,"type":59,"marks":388},"Labour Standards ",[389],{"type":84},{"text":391,"type":59}," ",{"type":128,"content":393},[394,409,421],{"type":131,"content":395},[396],{"type":54,"attrs":397,"content":398},{"textAlign":29},[399,407],{"text":400,"type":59,"marks":401},"UN ",[402],{"type":64,"attrs":403},{"href":404,"uuid":29,"anchor":29,"target":405,"linktype":406},"https://www.un.org/en/universal-declaration-human-rights/index.html","_blank","url",{"text":408,"type":59},"– Universal Declaration of Human Rights   ",{"type":131,"content":410},[411],{"type":54,"attrs":412,"content":413},{"textAlign":29},[414,420],{"text":415,"type":59,"marks":416},"UN Global Compact",[417],{"type":64,"attrs":418},{"href":419,"uuid":29,"anchor":29,"target":405,"linktype":406},"https://www.unglobalcompact.org/",{"text":391,"type":59},{"type":131,"content":422},[423],{"type":54,"attrs":424,"content":425},{"textAlign":29},[426,432],{"text":427,"type":59,"marks":428},"ILO",[429],{"type":64,"attrs":430},{"href":431,"uuid":29,"anchor":29,"target":405,"linktype":406},"http://www.ilo.org/global/standards/introduction-to-international-labour-standards/lang--en/index.htm%20",{"text":433,"type":59}," – International Labour Standards  ",{"type":54,"attrs":435,"content":436},{"textAlign":29},[437],{"text":438,"type":59,"marks":439},"Environmental Standards",[440],{"type":84},{"type":128,"content":442},[443],{"type":131,"content":444},[445],{"type":54,"attrs":446,"content":447},{"textAlign":29},[448,454],{"text":449,"type":59,"marks":450},"ISO14000",[451],{"type":64,"attrs":452},{"href":453,"uuid":29,"anchor":29,"target":405,"linktype":406},"https://www.iso.org/iso-14001-environmental-management.html",{"text":455,"type":59}," – A collection of voluntary standards and rules concerning environmental management systems, eco-labelling, environmental auditing, environmental performance evaluation, environmental aspects in product standards, and lifecycle assessments.",{"type":54,"attrs":457},{"textAlign":29},{"type":100,"attrs":459,"content":460},{"level":102,"textAlign":29},[461,465,467],{"text":462,"type":59,"marks":463},"How to Implement and Monitor ",[464],{"type":84},{"text":466,"type":59},"the Supplier Code of Conduct",{"text":468,"type":59,"marks":469},"?",[470],{"type":84},{"type":54,"attrs":472,"content":473},{"textAlign":29},[474],{"text":475,"type":59},"Once your supplier code of conduct is ready, you will be required to establish an implementation and monitoring strategy, to ensure that your suppliers are aware of and comply with it. Usually, audits are used to help monitor the supplier.",{"type":54,"attrs":477,"content":478},{"textAlign":29},[479],{"text":480,"type":59},"But is merely implementing a code of conduct enough to ensure a sustainable supply chain?",{"type":54,"attrs":482,"content":483},{"textAlign":29},[484],{"text":485,"type":59},"The short answer is no. ",{"type":54,"attrs":487,"content":488},{"textAlign":29},[489],{"text":490,"type":59},"It is a step in the right direction, but as the saying goes, paper is patient.",{"type":54,"attrs":492,"content":493},{"textAlign":29},[494],{"text":495,"type":59},"While implementing a supplier code of conduct is a welcome and essential cornerstone of any sustainability strategy, companies can now go beyond simple guidelines and assessments—with real-time monitoring.",{"type":54,"attrs":497,"content":498},{"textAlign":29},[499],{"text":500,"type":59},"This is done through supplier monitoring. Suppliers—including Tier-N—can now be monitored in real-time, through various news sources, social media platforms, and countless other available data sources. By having the necessary information at the click of a button, you are constantly aware of everything that is happening in your supply chain—any risks your business might be exposed to, sometimes even months in advance. ",{"type":54,"attrs":502,"content":503},{"textAlign":29},[504],{"text":505,"type":59},"Agreeing to sign a code of conduct is not the same as adhering to it. While most suppliers might agree to sign, a signature will not prevent them from conducting business operations that might be in direct opposition to it. This means that, even with a code of conduct in place, the risk to your business remains. ",{"type":54,"attrs":507,"content":508},{"textAlign":29},[509],{"text":510,"type":59},"Luckily, while a code of conduct might not be enough, Prewave is here to help. ",{"type":54,"attrs":512,"content":513},{"textAlign":29},[514],{"text":515,"type":59},"Our platform picks up on any current and potential risks to your business—by analysing anything, from online rumours to news sources in more than 50 languages—giving you the necessary information to plan for and react to any disruptions.",{"type":54,"attrs":517,"content":518},{"textAlign":29},[519,521],{"text":520,"type":59},"Ensure that nothing in your supply chain will ever go unnoticed.",{"type":119},"c-text","m-section","5 min read ",{"_uid":526,"title":4,"plugin":527,"og_image":528,"og_title":529,"description":530,"twitter_image":531,"twitter_title":529,"og_description":530,"twitter_description":530},"75dbe60f-356d-414f-89fa-f90bf8e7678f","seo_metatags","https://a.storyblok.com/f/297658/1920x1076/a9c938a428/the-supplier-code-of-conduct.jpg","The Supplier Code of Conduct","Creating and implementing a code of conduct enables companies to prevent some supply chain risks and safeguard their reputation. Here's how.\n","https://a.storyblok.com/f/297658/5000x2802/50a2129755/the-supplier-code-of-conduct.jpeg","5 min read","article",{"id":535,"alt":529,"name":124,"focus":124,"title":529,"source":124,"filename":528,"copyright":124,"fieldtype":536,"meta_data":537,"is_external_url":11},21768245,"asset",{"alt":529,"title":529,"source":124,"copyright":124},[],[540,882,1316],{"name":541,"created_at":542,"published_at":543,"updated_at":544,"id":545,"uuid":546,"content":547,"slug":864,"full_slug":865,"sort_by_date":866,"position":867,"tag_list":868,"is_startpage":11,"parent_id":869,"meta_data":29,"group_id":870,"first_published_at":871,"release_id":29,"lang":35,"path":29,"alternates":872,"default_full_slug":873,"translated_slugs":874,"_stopResolving":43,"cols":879},"331% ROI: the four ways supplier risk management pays for itself","2026-04-22T12:26:39.486Z","2026-06-03T12:58:32.888Z","2026-06-03T12:58:32.909Z",168637233139719,"e15b864f-2ac0-4da7-9f81-0041c1f7becf",{"big":11,"_uid":548,"type":549,"pinned":11,"section":550,"tagline":845,"metatags":846,"overline":851,"component":533,"thumbnail":852,"additional_seo":856,"related_articles":857,"footer_cta_text_alt":861},"43d1daf6-9e44-4ad4-a10c-e756b640a4e2",[20],[551],{"_uid":552,"title":541,"content":553,"subtitle":124,"component":523},"98eb847b-2e19-47ed-9eff-03c0bd068454",[554],{"_uid":555,"is_big":11,"content":556,"component":522},"8c77d545-5076-4cf8-a710-fa5e9c132d99",{"type":51,"content":557},[558,565,576,584,589,594,599,608,615,621,627,635,640,642,647,652,657,659,666,673,677,679,684,689,695,702,709,713,715,720,725,730,732,739,746,750,752,757,762,767,769,776,813,815,822,827,832,841],{"type":54,"attrs":559,"content":560},{"textAlign":29},[561],{"text":562,"type":59,"marks":563},"Independent Forrester® research breaks down how earlier detection and structured mitigation translate into avoided losses.",[564],{"type":84},{"type":54,"attrs":566,"content":567},{"textAlign":29},[568],{"text":569,"type":59,"marks":570},"Read the Total Economic Impact™ study",[571,575],{"type":64,"attrs":572},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},"/the-total-economic-impact-of-prewave-s-holistic-supplier-risk-management-platform","d5f8e25a-3e2a-4cb6-a769-f99a9d565d8f",{"type":84},{"type":54,"attrs":577,"content":578},{"textAlign":29},[579],{"type":119,"marks":580},[581,583],{"type":64,"attrs":582},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":585,"content":586},{"textAlign":29},[587],{"text":588,"type":59},"When supplier disruption hits, the costs are visible: premium freight, emergency sourcing, production stoppages, cross-functional crisis teams pulled away from other work, and more. What's harder to quantify is the return on preventing those losses in the first place.",{"type":54,"attrs":590,"content":591},{"textAlign":29},[592],{"text":593,"type":59},"Forrester's independent Total Economic Impact™ study of Prewave's holistic supplier risk management platform draws on interviews with enterprise manufacturers to build a risk-adjusted financial model to translate proactive resilience into measurable economic terms.",{"type":54,"attrs":595,"content":596},{"textAlign":29},[597],{"text":598,"type":59},"The study identifies four distinct pillars of value, each representing a different way that holistic supplier risk management pays off over three years.",{"type":54,"attrs":600,"content":601},{"textAlign":29},[602,607],{"type":121,"attrs":603},{"id":604,"alt":124,"src":605,"title":124,"source":124,"copyright":124,"meta_data":606},160815768278756,"https://a.storyblok.com/f/297658/1646x948/98dc950603/forrester-three-year-benefits.png",{},{"type":119},{"type":100,"attrs":609,"content":610},{"level":102,"textAlign":29},[611],{"text":612,"type":59,"marks":613},"The four pillars of quantified value",[614],{"type":84},{"type":54,"attrs":616,"content":617},{"textAlign":29},[618,620],{"text":619,"type":59},"The Forrester® study structures the financial return of holistic supplier risk management across four core pillars, showing how proactive resilience reduces disruption-related losses, strengthens compliance, improves procurement productivity, and eliminates redundant technology costs.",{"type":119},{"type":100,"attrs":622,"content":624},{"level":623,"textAlign":29},3,[625],{"text":626,"type":59},"1. Risk reduction",{"type":54,"attrs":628,"content":629},{"textAlign":29},[630],{"text":631,"type":59,"marks":632},"“You get information sometimes one week earlier than you otherwise would. This gives you options. It avoids a lot of expense. During the last three years, we spent very little on insolvencies because of the predictive system.”",[633],{"type":634},"italic",{"type":54,"attrs":636,"content":637},{"textAlign":29},[638],{"text":639,"type":59},"CUSTOMER QUOTE FROM THE FORRESTER® TEI STUDY",{"type":54,"attrs":641},{"textAlign":29},{"type":54,"attrs":643,"content":644},{"textAlign":29},[645],{"text":646,"type":59},"Supplier crises are expensive and often identified too late to prevent real damage. Line stoppages, premium freight, emergency sourcing, and cross-functional crisis teams can quickly drive up costs and disrupt delivery commitments. Even a small number of supplier failures each year can have a measurable financial impact.",{"type":54,"attrs":648,"content":649},{"textAlign":29},[650],{"text":651,"type":59},"By detecting issues earlier and reducing the impact of disruptions over time, Prewave helps organisations shift from reactive firefighting to proactive mitigation. Prioritised alerting allows teams to focus on the suppliers that matter most.",{"type":54,"attrs":653,"content":654},{"textAlign":29},[655],{"text":656,"type":59},"Financial impactThe study models a 0.25% annual supplier crisis rate. By reducing the impact of these crises by 40% in Year 1, 60% in Year 2, and 85% in Year 3, organisations can achieve €3.2M in risk-adjusted present value from reduced supplier risk costs.",{"type":54,"attrs":658},{"textAlign":29},{"type":100,"attrs":660,"content":661},{"level":623,"textAlign":29},[662],{"text":663,"type":59,"marks":664},"2. Compliance",[665],{"type":84},{"type":54,"attrs":667,"content":668},{"textAlign":29},[669],{"text":670,"type":59,"marks":671},"“We potentially avoided €8 million in LkSG fines because of BAFA compliance.”",[672],{"type":634},{"type":54,"attrs":674,"content":675},{"textAlign":29},[676],{"text":639,"type":59},{"type":54,"attrs":678},{"textAlign":29},{"type":54,"attrs":680,"content":681},{"textAlign":29},[682],{"text":683,"type":59},"Regulatory obligations under frameworks such as LkSG, CSDDD, UFLPA, and EUDR require organisations to demonstrate transparency beyond Tier 1 suppliers. Relying on manual ESG screening increases workload, creates gaps in oversight, and may also expose organisations to significant financial and reputational risk.",{"type":54,"attrs":685,"content":686},{"textAlign":29},[687],{"text":688,"type":59},"Prewave automates ESG monitoring, supplier risk screening, and documentation workflows within a single platform. Continuous, structured monitoring reduces the need to scale manual compliance efforts while strengthening audit readiness and lowering exposure to regulatory penalties.",{"type":54,"attrs":690,"content":691},{"textAlign":29},[692,694],{"text":693,"type":59},"Financial impactThe study quantifies nearly €2M in risk-adjusted present value through avoided compliance headcount expansion and prevention of a €1M regulatory penalty.",{"type":119},{"type":100,"attrs":696,"content":697},{"level":623,"textAlign":29},[698],{"text":699,"type":59,"marks":700},"3. Efficiency",[701],{"type":84},{"type":54,"attrs":703,"content":704},{"textAlign":29},[705],{"text":706,"type":59,"marks":707},"“The platform gives the possibility to rank and rate lots of suppliers in almost no time. We get KPIs regarding human risks and environmental risks in our supply chain, and we are able to prioritize and rank them. That saves a lot of time and effort.”",[708],{"type":634},{"type":54,"attrs":710,"content":711},{"textAlign":29},[712],{"text":639,"type":59},{"type":54,"attrs":714},{"textAlign":29},{"type":54,"attrs":716,"content":717},{"textAlign":29},[718],{"text":719,"type":59},"Procurement teams often spend a substantial amount of time conducting background checks and manually reviewing supplier information. Without structured monitoring, the same checks are repeated across teams, creating inefficiencies and inconsistent oversight.",{"type":54,"attrs":721,"content":722},{"textAlign":29},[723],{"text":724,"type":59},"Automated risk scoring and continuous monitoring streamline this process. Instead of reviewing every supplier manually, teams receive prioritised insights that highlight the suppliers and events that require action. ",{"type":54,"attrs":726,"content":727},{"textAlign":29},[728],{"text":729,"type":59},"Financial impactThe composite organisation reduces supplier background check effort by up to 97.5%, resulting in €292K in risk-adjusted present value over three years.",{"type":54,"attrs":731},{"textAlign":29},{"type":100,"attrs":733,"content":734},{"level":623,"textAlign":29},[735],{"text":736,"type":59,"marks":737},"4. Legacy cost consolidation",[738],{"type":84},{"type":54,"attrs":740,"content":741},{"textAlign":29},[742],{"text":743,"type":59,"marks":744},"“We replaced [approximately] €75,000 in legacy tools: €25,000 for [one vendor ] and €50,000 to €60,000 for [another]. Even though Prewave costs more overall, there are some cost savings.”",[745],{"type":634},{"type":54,"attrs":747,"content":748},{"textAlign":29},[749],{"text":639,"type":59},{"type":54,"attrs":751},{"textAlign":29},{"type":54,"attrs":753,"content":754},{"textAlign":29},[755],{"text":756,"type":59},"Many organisations rely on separate tools for risk monitoring, sustainability tracking, and compliance reporting. Over time, this creates overlapping functionality, higher licensing costs, and disconnected data streams that can be difficult to reconcile.",{"type":54,"attrs":758,"content":759},{"textAlign":29},[760],{"text":761,"type":59},"Fragmented systems also slow decision-making. When risk, compliance, and supplier information sit in different platforms, teams lack a unified view of exposure. By consolidating capabilities with Prewave, organisations can reduce complexity and costs while improving overall visibility and control.",{"type":54,"attrs":763,"content":764},{"textAlign":29},[765],{"text":766,"type":59},"Financial impactThe study identifies €119K in risk-adjusted present value from legacy tool decommissioning across three years.",{"type":54,"attrs":768},{"textAlign":29},{"type":100,"attrs":770,"content":771},{"level":102,"textAlign":29},[772],{"text":773,"type":59,"marks":774},"Key takeaways for financial leaders",[775],{"type":84},{"type":128,"content":777},[778,785,792,799,806],{"type":131,"content":779},[780],{"type":54,"attrs":781,"content":782},{"textAlign":29},[783],{"text":784,"type":59},"Supplier risk management delivers quantifiable financial return across four distinct areas: risk reduction, compliance, procurement efficiency and legacy tool consolidation.",{"type":131,"content":786},[787],{"type":54,"attrs":788,"content":789},{"textAlign":29},[790],{"text":791,"type":59},"The greatest single source of value is reduced supplier risk, with an 85% reduction in crisis-related costs achievable by Year 3.",{"type":131,"content":793},[794],{"type":54,"attrs":795,"content":796},{"textAlign":29},[797],{"text":798,"type":59},"Compliance is the second-largest value driver, worth nearly €2 million over three years, driven largely by the avoided cost of regulatory penalties.",{"type":131,"content":800},[801],{"type":54,"attrs":802,"content":803},{"textAlign":29},[804],{"text":805,"type":59},"Procurement efficiency gains are realised quickly: a 95% reduction in supplier background check effort from Year 1.",{"type":131,"content":807},[808],{"type":54,"attrs":809,"content":810},{"textAlign":29},[811],{"text":812,"type":59},"The investment pays back in under six months, with total three-year benefits of €5.6 million against costs of €1.3 million.",{"type":814},"horizontal_rule",{"type":100,"attrs":816,"content":817},{"level":102,"textAlign":29},[818],{"text":819,"type":59,"marks":820},"Read the full Forrester® TEI study",[821],{"type":84},{"type":54,"attrs":823,"content":824},{"textAlign":29},[825],{"text":826,"type":59},"The full Forrester® Total Economic Impact™ study provides a transparent breakdown of assumptions, financial logic, and risk-adjusted modeling behind the results. See how quantified disruption reduction, compliance automation, and operational efficiency translate into measurable financial impact.",{"type":54,"attrs":828,"content":829},{"textAlign":29},[830],{"text":831,"type":59},"Get the full study and explore what proactive supplier risk management could mean for your organisation.",{"type":54,"attrs":833,"content":834},{"textAlign":29},[835],{"text":836,"type":59,"marks":837},"Download the Forrester® TEI study",[838,840],{"type":64,"attrs":839},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":842,"content":843},{"textAlign":29},[844],{"type":119},"Posted March 31, 2026 • 7 min read",{"_uid":847,"title":848,"plugin":527,"og_image":849,"og_title":848,"description":850,"twitter_image":849,"twitter_title":848,"og_description":850,"twitter_description":850},"f1fbc0ea-bbcb-495f-9ae2-ed2f1e3b0864","How Prewave reduces supplier risk costs by 85% - Download Forrester study","https://a.storyblok.com/f/297658/2750x2200/c7b3fa27b1/forrester-blog-banner-3.jpg","An independent Forrester® Total Economic Impact™ study found that Prewave customers reduced supplier risk–related costs by 85% over three years.","7 min read",{"id":853,"alt":124,"name":124,"focus":124,"title":124,"source":124,"filename":854,"copyright":124,"fieldtype":536,"meta_data":855,"is_external_url":11},160816596576153,"https://a.storyblok.com/f/297658/2750x2200/aa2d7c5542/forrester-blog-banner.jpg",{},[],[858,859,860],"dc725e5c-6462-409b-84d3-19c33c07eaec","fb91bc68-ad41-4e48-a567-5442201d1c57","8224a2b4-263a-405c-a6fa-5e9e4f1d7816",{"type":51,"content":862},[863],{"type":54},"331-roi-the-four-ways-supplier-risk-management-pays-for-itself","de/ressourcen/blog/331-roi-the-four-ways-supplier-risk-management-pays-for-itself","2020-01-01",-520,[],166864166537806,"1109468a-cf90-4190-b7ff-32ead2c10f49","2026-05-20T11:21:22.028Z",[],"resources/blog/331-roi-the-four-ways-supplier-risk-management-pays-for-itself",[875,877],{"path":876,"name":29,"lang":40,"published":29},"ressources/blog/331-roi-the-four-ways-supplier-risk-management-pays-for-itself",{"path":878,"name":29,"lang":35,"published":29},"ressourcen/blog/331-roi-the-four-ways-supplier-risk-management-pays-for-itself",{"sm":880,"md":881,"lg":881},6,4,{"name":883,"created_at":884,"published_at":885,"updated_at":886,"id":887,"uuid":859,"content":888,"slug":1302,"full_slug":1303,"sort_by_date":866,"position":1304,"tag_list":1305,"is_startpage":11,"parent_id":869,"meta_data":29,"group_id":1306,"first_published_at":1307,"release_id":29,"lang":35,"path":29,"alternates":1308,"default_full_slug":1309,"translated_slugs":1310,"_stopResolving":43,"cols":1315},"85% reduction in supplier risk costs: what does that actually mean?","2026-04-22T12:26:19.518Z","2026-06-03T12:59:02.587Z","2026-06-03T12:59:02.613Z",168637151350758,{"big":11,"_uid":548,"type":889,"pinned":11,"section":890,"tagline":1290,"metatags":1291,"overline":851,"component":533,"thumbnail":1294,"additional_seo":1297,"related_articles":1298,"footer_cta_text_alt":1299},[20],[891],{"_uid":552,"title":883,"content":892,"subtitle":124,"component":523},[893],{"_uid":555,"is_big":11,"content":894,"component":522},{"type":51,"content":895},[896,902,910,918,923,930,937,942,999,1009,1014,1021,1025,1031,1036,1041,1046,1048,1055,1060,1062,1069,1076,1081,1087,1110,1117,1119,1126,1133,1137,1143,1148,1155,1157,1164,1171,1175,1177,1182,1187,1210,1217,1219,1226,1263,1264,1270,1274,1278,1286],{"type":54,"attrs":897,"content":898},{"textAlign":29},[899],{"text":562,"type":59,"marks":900},[901],{"type":84},{"type":54,"attrs":903,"content":904},{"textAlign":29},[905],{"text":569,"type":59,"marks":906},[907,909],{"type":64,"attrs":908},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":911,"content":912},{"textAlign":29},[913],{"type":119,"marks":914},[915,917],{"type":64,"attrs":916},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":919,"content":920},{"textAlign":29},[921],{"text":922,"type":59},"Supplier disruptions can be devastating, but they are rarely sudden. The problem is that most organisations only learn of them once the damage has reached operations. By then, the only solution is expensive remediation in the form of premium freight, emergency sourcing or production stoppages.",{"type":54,"attrs":924,"content":925},{"textAlign":29},[926,928,929],{"text":927,"type":59},"Forrester’s recent Total Economic Impact™ study of Prewave’s Holistic Supplier Risk Management Platform examines just how much of the financial impact can be avoided by acting earlier.",{"type":119},{"type":119},{"type":100,"attrs":931,"content":932},{"level":102,"textAlign":29},[933],{"text":934,"type":59,"marks":935},"What the study found",[936],{"type":84},{"type":54,"attrs":938,"content":939},{"textAlign":29},[940],{"text":941,"type":59},"Forrester built a composite global manufacturer and applied a risk-adjusted discounted cash flow model across three years. The study identifies four drivers of economic value, of which supplier risk reduction is both the largest and the most direct.",{"type":128,"content":943},[944,955,966,977,988],{"type":131,"content":945},[946],{"type":54,"attrs":947,"content":948},{"textAlign":29},[949,953],{"text":950,"type":59,"marks":951},"Risk reduction:",[952],{"type":84},{"text":954,"type":59}," €3.2M in risk-adjusted present value",{"type":131,"content":956},[957],{"type":54,"attrs":958,"content":959},{"textAlign":29},[960,964],{"text":961,"type":59,"marks":962},"Total study benefits: ",[963],{"type":84},{"text":965,"type":59},"€5.6M over three years",{"type":131,"content":967},[968],{"type":54,"attrs":969,"content":970},{"textAlign":29},[971,975],{"text":972,"type":59,"marks":973},"Overall ROI:",[974],{"type":84},{"text":976,"type":59}," 331%",{"type":131,"content":978},[979],{"type":54,"attrs":980,"content":981},{"textAlign":29},[982,986],{"text":983,"type":59,"marks":984},"Payback period:",[985],{"type":84},{"text":987,"type":59}," Under six months",{"type":131,"content":989},[990],{"type":54,"attrs":991,"content":992},{"textAlign":29},[993,997],{"text":994,"type":59,"marks":995},"Reduction in crisis costs:",[996],{"type":84},{"text":998,"type":59}," 85% by year 3",{"type":54,"attrs":1000,"content":1001},{"textAlign":29},[1002,1008],{"type":121,"attrs":1003},{"id":1004,"alt":124,"src":1005,"title":124,"source":124,"copyright":124,"meta_data":1006},160472783094065,"https://a.storyblok.com/f/297658/1643x1217/d16e98d0ab/forrester-reduced-supplier-risk.png",{"size":1007},"1732x1256",{"type":119},{"type":100,"attrs":1010,"content":1011},{"level":623,"textAlign":29},[1012],{"text":1013,"type":59},"Why timing is everything",{"type":54,"attrs":1015,"content":1016},{"textAlign":29},[1017],{"text":1018,"type":59,"marks":1019},"“You get information sometimes one week earlier than you otherwise would. This gives you options. It avoids a lot of expense.”",[1020],{"type":634},{"type":54,"attrs":1022,"content":1023},{"textAlign":29},[1024],{"text":639,"type":59},{"type":54,"attrs":1026,"content":1027},{"textAlign":29},[1028,1029],{"type":119},{"text":1030,"type":59},"Most supplier disruptions originate upstream, not at Tier 1. By the time a risk signal reaches procurement through traditional channels, options are already narrowing. ",{"type":54,"attrs":1032,"content":1033},{"textAlign":29},[1034],{"text":1035,"type":59},"The cost structure of a crisis scales directly with response time. A risk identified a week earlier allows for different mitigation options, from alternative sourcing and inventory adjustment to direct supplier engagement. A risk discovered after production has stopped leaves only expensive reactive responses: premium freight, emergency contracts and general operational upheaval. ",{"type":54,"attrs":1037,"content":1038},{"textAlign":29},[1039],{"text":1040,"type":59},"The problem with most monitoring approaches is that they are structurally late instead of being predictive. Manual checks, fragmented news alerts and periodic audits can only tell you what has already happened. ",{"type":54,"attrs":1042,"content":1043},{"textAlign":29},[1044],{"text":1045,"type":59},"Prewave continuously scans global data sources, links risk signals to named suppliers and maps those signals to the business's actual exposure, so procurement teams can see emerging risk before it becomes operational disruption.",{"type":54,"attrs":1047},{"textAlign":29},{"type":100,"attrs":1049,"content":1050},{"level":623,"textAlign":29},[1051],{"text":1052,"type":59,"marks":1053},"The year-by-year decline in crisis costs",[1054],{"type":84},{"type":54,"attrs":1056,"content":1057},{"textAlign":29},[1058],{"text":1059,"type":59},"The Forrester study models a 0.25% annual supplier crisis rate (a conservative baseline) and tracks how the reduction in crisis costs compounds as visibility and mitigation improve. ",{"type":54,"attrs":1061},{"textAlign":29},{"type":100,"attrs":1063,"content":1064},{"level":623,"textAlign":29},[1065],{"text":1066,"type":59,"marks":1067},"Year 1: 40% reduction by replacing reactive monitoring with structured visibility",[1068],{"type":84},{"type":54,"attrs":1070,"content":1071},{"textAlign":29},[1072],{"text":1073,"type":59,"marks":1074},"“Without supplier visibility, [organizations] were unprepared for such unforeseen crises, which resulted in higher costs and the need to create ad hoc crisis management teams.”",[1075],{"type":634},{"type":54,"attrs":1077,"content":1078},{"textAlign":29},[1079],{"text":1080,"type":59},"THE TOTAL ECONOMIC IMPACT™ OF PREWAVE’S HOLISTIC SUPPLIER RISK MANAGEMENT PLATFORM, FORRESTER",{"type":54,"attrs":1082,"content":1083},{"textAlign":29},[1084,1085],{"type":119},{"text":1086,"type":59},"The first change is speed. By replacing manual and fragmented tools with centralised AI-driven monitoring, teams gain rapid visibility into specific supplier exposer. Operationally, this means:",{"type":128,"content":1088},[1089,1096,1103],{"type":131,"content":1090},[1091],{"type":54,"attrs":1092,"content":1093},{"textAlign":29},[1094],{"text":1095,"type":59},"Earlier identification of insolvencies, logistics disruptions, labour violations and geopolitical events",{"type":131,"content":1097},[1098],{"type":54,"attrs":1099,"content":1100},{"textAlign":29},[1101],{"text":1102,"type":59},"Structured escalation workflows instead of ad hoc crisis task forces",{"type":131,"content":1104},[1105],{"type":54,"attrs":1106,"content":1107},{"textAlign":29},[1108],{"text":1109,"type":59},"Faster decisions on alternative sourcing, inventory buffers or direct supplier engagement",{"type":54,"attrs":1111,"content":1112},{"textAlign":29},[1113],{"text":1114,"type":59,"marks":1115},"Key result: 40% reduction in crisis-related supplier costs.",[1116],{"type":84},{"type":54,"attrs":1118},{"textAlign":29},{"type":100,"attrs":1120,"content":1121},{"level":623,"textAlign":29},[1122],{"text":1123,"type":59,"marks":1124},"Year 2: 60% reduction from faster response to proactive prevention",[1125],{"type":84},{"type":54,"attrs":1127,"content":1128},{"textAlign":29},[1129],{"text":1130,"type":59,"marks":1131},"“Beginning in Year 2, organizations used the platform to proactively manage and mitigate risks to avoid crises altogether, which was a longer process aligned with broader organizational goals.”",[1132],{"type":634},{"type":54,"attrs":1134,"content":1135},{"textAlign":29},[1136],{"text":1080,"type":59},{"type":54,"attrs":1138,"content":1139},{"textAlign":29},[1140,1141],{"type":119},{"text":1142,"type":59},"With monitoring in place, the focus shifts from managing crises more quickly to avoiding them altogether. Teams have enough lead time to engage suppliers before a risk escalates, rather than after.",{"type":54,"attrs":1144,"content":1145},{"textAlign":29},[1146],{"text":1147,"type":59},"High-risk suppliers are systematically identified and prioritised, and risk criteria are embedded into procurement workflows alongside cost and quality. The ability to predict disruption leads to measurably fewer crises. ",{"type":54,"attrs":1149,"content":1150},{"textAlign":29},[1151],{"text":1152,"type":59,"marks":1153},"Key result: 60% reduction in supplier crisis-related costs.",[1154],{"type":84},{"type":54,"attrs":1156},{"textAlign":29},{"type":100,"attrs":1158,"content":1159},{"level":623,"textAlign":29},[1160],{"text":1161,"type":59,"marks":1162},"Year 3: 85% reduction by extending visibility into Tier-N networks",[1163],{"type":84},{"type":54,"attrs":1165,"content":1166},{"textAlign":29},[1167],{"text":1168,"type":59,"marks":1169},"“Interviewees noted that by implementing the Tier N transparency module, their organizations extended their risk management efforts beyond direct suppliers, which enhanced visibility into their suppliers’ supply chains.”",[1170],{"type":634},{"type":54,"attrs":1172,"content":1173},{"textAlign":29},[1174],{"text":1080,"type":59},{"type":54,"attrs":1176},{"textAlign":29},{"type":54,"attrs":1178,"content":1179},{"textAlign":29},[1180],{"text":1181,"type":59},"Most residual risk at this stage originates upstream, at sub-tier suppliers invisible to Tier 1 monitoring. Prewave’s Tier-N transparency module maps supplier relationships and links risk signals across multiple tiers.",{"type":54,"attrs":1183,"content":1184},{"textAlign":29},[1185],{"text":1186,"type":59},"Organisations can now:",{"type":128,"content":1188},[1189,1196,1203],{"type":131,"content":1190},[1191],{"type":54,"attrs":1192,"content":1193},{"textAlign":29},[1194],{"text":1195,"type":59},"Identify shared upstream dependencies and cluster risk",{"type":131,"content":1197},[1198],{"type":54,"attrs":1199,"content":1200},{"textAlign":29},[1201],{"text":1202,"type":59},"Detect insolvency, geopolitical or regulatory risk in sub-tier suppliers before it reaches operations",{"type":131,"content":1204},[1205],{"type":54,"attrs":1206,"content":1207},{"textAlign":29},[1208],{"text":1209,"type":59},"Model financial exposure per supplier and target mitigation where it matters most",{"type":54,"attrs":1211,"content":1212},{"textAlign":29},[1213],{"text":1214,"type":59,"marks":1215},"Key result: 85% reduction in supplier crisis-related costs.",[1216],{"type":84},{"type":54,"attrs":1218},{"textAlign":29},{"type":100,"attrs":1220,"content":1221},{"level":102,"textAlign":29},[1222],{"text":1223,"type":59,"marks":1224},"Key takeaways",[1225],{"type":84},{"type":128,"content":1227},[1228,1235,1242,1249,1256],{"type":131,"content":1229},[1230],{"type":54,"attrs":1231,"content":1232},{"textAlign":29},[1233],{"text":1234,"type":59},"Supplier risk reduction is the single largest source of financial value in the Forrester study, accounting for €3.2M of €5.6M in total three-year benefits",{"type":131,"content":1236},[1237],{"type":54,"attrs":1238,"content":1239},{"textAlign":29},[1240],{"text":1241,"type":59},"The financial case rests on timing: earlier detection converts expensive reactive responses into lower-cost proactive ones",{"type":131,"content":1243},[1244],{"type":54,"attrs":1245,"content":1246},{"textAlign":29},[1247],{"text":1248,"type":59},"Crisis cost reductions compound year on year as monitoring, mitigation and Tier-N visibility are layered in progressively",{"type":131,"content":1250},[1251],{"type":54,"attrs":1252,"content":1253},{"textAlign":29},[1254],{"text":1255,"type":59},"The study models a conservative 0.25% annual supplier crisis rate; organisations with higher crisis frequency or larger supplier bases can expect proportionally greater returns",{"type":131,"content":1257},[1258],{"type":54,"attrs":1259,"content":1260},{"textAlign":29},[1261],{"text":1262,"type":59},"Payback on the full platform investment occurs in under six months, making supplier risk reduction a rapid-return line item",{"type":814},{"type":100,"attrs":1265,"content":1266},{"level":102,"textAlign":29},[1267],{"text":819,"type":59,"marks":1268},[1269],{"type":84},{"type":54,"attrs":1271,"content":1272},{"textAlign":29},[1273],{"text":826,"type":59},{"type":54,"attrs":1275,"content":1276},{"textAlign":29},[1277],{"text":831,"type":59},{"type":54,"attrs":1279,"content":1280},{"textAlign":29},[1281],{"text":836,"type":59,"marks":1282},[1283,1285],{"type":64,"attrs":1284},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":1287,"content":1288},{"textAlign":29},[1289],{"type":119},"Posted March 30, 2026 • 7 min read",{"_uid":847,"title":1292,"plugin":527,"og_image":854,"og_title":1292,"description":1293,"twitter_image":854,"twitter_title":1292,"og_description":1293,"twitter_description":1293},"The four pillars of supplier risk management ROI: Forrester® TEI findings - Download now","See how enterprise manufacturers achieve financial return across risk reduction, compliance, procurement efficiency and legacy tool consolidation.\n",{"id":1295,"alt":124,"name":124,"focus":124,"title":124,"source":124,"filename":849,"copyright":124,"fieldtype":536,"meta_data":1296,"is_external_url":11},160472015446109,{},[],[858,860,546],{"type":51,"content":1300},[1301],{"type":54},"85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-","de/ressourcen/blog/85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-",-540,[],"09f411a0-da7f-4635-8f82-3533e63a3084","2026-05-20T11:21:21.720Z",[],"resources/blog/85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-",[1311,1313],{"path":1312,"name":29,"lang":40,"published":29},"ressources/blog/85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-",{"path":1314,"name":29,"lang":35,"published":29},"ressourcen/blog/85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-",{"sm":880,"md":881,"lg":881},{"name":1317,"created_at":1318,"published_at":1319,"updated_at":1320,"id":1321,"uuid":860,"content":1322,"slug":2775,"full_slug":2776,"sort_by_date":866,"position":2777,"tag_list":2778,"is_startpage":11,"parent_id":869,"meta_data":29,"group_id":2779,"first_published_at":2780,"release_id":29,"lang":35,"path":29,"alternates":2781,"default_full_slug":2782,"translated_slugs":2783,"_stopResolving":43,"cols":2788},"How organisations achieve to 331% ROI through holistic supplier risk management","2026-04-22T12:27:21.524Z","2026-06-03T12:57:17.455Z","2026-06-03T12:57:17.486Z",168637405315086,{"big":11,"_uid":548,"type":1323,"pinned":11,"section":1332,"tagline":1784,"metatags":1785,"overline":851,"component":533,"thumbnail":1790,"additional_seo":1793,"related_articles":1794,"footer_cta_text_alt":2772},[1324],{"name":15,"created_at":16,"published_at":17,"updated_at":18,"id":19,"uuid":20,"content":1325,"slug":27,"full_slug":28,"sort_by_date":29,"position":30,"tag_list":1327,"is_startpage":11,"parent_id":32,"meta_data":29,"group_id":33,"first_published_at":34,"release_id":29,"lang":35,"path":29,"alternates":1328,"default_full_slug":37,"translated_slugs":1329,"_stopResolving":43},{"_uid":22,"component":23,"folder_slug":24,"overview_page":1326,"articles_page_title":15},[26],[],[],[1330,1331],{"path":37,"name":29,"lang":40,"published":29},{"path":42,"name":29,"lang":35,"published":29},[1333],{"_uid":552,"title":1317,"content":1334,"subtitle":124,"component":523},[1335],{"_uid":555,"is_big":11,"content":1336,"component":522},{"type":51,"content":1337},[1338,1345,1353,1361,1366,1371,1382,1435,1444,1451,1462,1467,1492,1494,1501,1506,1512,1519,1524,1529,1535,1537,1544,1549,1554,1556,1562,1567,1572,1591,1596,1606,1617,1661,1666,1712,1714,1720,1757,1758,1764,1768,1772,1780],{"type":54,"attrs":1339,"content":1340},{"textAlign":29},[1341],{"text":1342,"type":59,"marks":1343},"The financial model used in Forrester's Total Economic Impact™ study is based on real customer data. Here’s how it works.",[1344],{"type":84},{"type":54,"attrs":1346,"content":1347},{"textAlign":29},[1348],{"text":569,"type":59,"marks":1349},[1350,1352],{"type":64,"attrs":1351},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":1354,"content":1355},{"textAlign":29},[1356],{"type":119,"marks":1357},[1358,1360],{"type":64,"attrs":1359},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":1362,"content":1363},{"textAlign":29},[1364],{"text":1365,"type":59},"Headline numbers are easy to quote. The methodology behind them matters more.",{"type":54,"attrs":1367,"content":1368},{"textAlign":29},[1369],{"text":1370,"type":59},"Forrester’s recent TEI™ study of Prewave's supplier risk management platform provides an independent financial model. Built from in-depth interviews with enterprise Prewave customers, it presents a structured three-year economic analysis using Forrester's established TEI framework. ",{"type":54,"attrs":1372,"content":1373},{"textAlign":29},[1374,1376,1377,1378],{"text":1375,"type":59},"Benefits are quantified across four categories—disruption cost reduction, compliance automation, operational efficiency and legacy tool consolidation—and every figure is risk-adjusted to ensure the outputs are conservative by design.",{"type":119},{"type":119},{"text":1379,"type":59,"marks":1380},"Most significant quantified benefits from the report",[1381],{"type":84},{"type":128,"content":1383},[1384,1391,1398,1405,1412,1419,1426],{"type":131,"content":1385},[1386],{"type":54,"attrs":1387,"content":1388},{"textAlign":29},[1389],{"text":1390,"type":59},"331% ROI",{"type":131,"content":1392},[1393],{"type":54,"attrs":1394,"content":1395},{"textAlign":29},[1396],{"text":1397,"type":59},"€4.3 million net present value (NPV) ",{"type":131,"content":1399},[1400],{"type":54,"attrs":1401,"content":1402},{"textAlign":29},[1403],{"text":1404,"type":59},"Payback in under six months",{"type":131,"content":1406},[1407],{"type":54,"attrs":1408,"content":1409},{"textAlign":29},[1410],{"text":1411,"type":59},"€3.2M in disruption cost reduction",{"type":131,"content":1413},[1414],{"type":54,"attrs":1415,"content":1416},{"textAlign":29},[1417],{"text":1418,"type":59},"€2M in compliance improvements ",{"type":131,"content":1420},[1421],{"type":54,"attrs":1422,"content":1423},{"textAlign":29},[1424],{"text":1425,"type":59},"€292K in procurement efficiency gains",{"type":131,"content":1427},[1428,1433],{"type":54,"attrs":1429,"content":1430},{"textAlign":29},[1431],{"text":1432,"type":59},"€119K from legacy tool consolidation",{"type":54,"attrs":1434},{"textAlign":29},{"type":54,"attrs":1436,"content":1437},{"textAlign":29},[1438,1443],{"type":121,"attrs":1439},{"id":1440,"alt":124,"src":1441,"title":124,"source":124,"copyright":124,"meta_data":1442},168263484299748,"https://a.storyblok.com/f/297658/1491x1025/6abf75b99c/consolidated-three-year-risk-adjusted-metrics.png",{},{"type":119},{"type":100,"attrs":1445,"content":1446},{"level":102,"textAlign":29},[1447],{"text":1448,"type":59,"marks":1449},"How Forrester built the financial model",[1450],{"type":84},{"type":54,"attrs":1452,"content":1453},{"textAlign":29},[1454,1459,1460],{"type":121,"attrs":1455},{"id":1456,"alt":124,"src":1457,"title":124,"source":124,"copyright":124,"meta_data":1458},168263812500011,"https://a.storyblok.com/f/297658/1594x614/16dc6094b7/quantified-benefit-data-as-applied-to-the-composite.png",{},{"type":119},{"text":1461,"type":59},"Forrester's Total Economic Impact™ (TEI) framework is a structured approach to technology ROI analysis. For this study, Forrester conducted in-depth interviews with enterprise manufacturers using Prewave. From those conversations, it constructed a composite organisation, a representative global manufacturer that reflects the scale, supplier base and risk environment described across the interviews. All financial projections in the study are modelled against this composite.",{"type":54,"attrs":1463,"content":1464},{"textAlign":29},[1465],{"text":1466,"type":59},"Once the composite organisation was defined, Forrester applied a risk-adjusted discounted cash flow model across a three-year period. This involves two deliberate adjustments that distinguish the TEI approach from standard ROI claims:",{"type":128,"content":1468},[1469,1480],{"type":131,"content":1470},[1471],{"type":54,"attrs":1472,"content":1473},{"textAlign":29},[1474,1478],{"text":1475,"type":59,"marks":1476},"Risk adjustment.",[1477],{"type":84},{"text":1479,"type":59}," Every benefit identified in the study is reduced by a risk factor to account for uncertainty in realisation. This ensures the model reflects a conservative estimate rather than a best-case scenario.",{"type":131,"content":1481},[1482],{"type":54,"attrs":1483,"content":1484},{"textAlign":29},[1485,1489,1491],{"text":1486,"type":59,"marks":1487},"Discounting.",[1488],{"type":84},{"text":1490,"type":59}," Future benefits are discounted back to present value, reflecting the principle that a euro received in three years is worth less than a euro received today.",{"type":119},{"type":54,"attrs":1493},{"textAlign":29},{"type":100,"attrs":1495,"content":1496},{"level":623,"textAlign":29},[1497],{"text":1498,"type":59,"marks":1499},"Breaking down the three headline outputs",[1500],{"type":84},{"type":54,"attrs":1502,"content":1503},{"textAlign":29},[1504],{"text":1505,"type":59},"“Interviewees highlighted that their organisation’s investment in Prewave contributed to business growth. They said supply chains became less risky and the impact on production was reduced, which made their companies more reliable suppliers, and allowed them to charge premium prices and win deals over competitors.”",{"type":54,"attrs":1507,"content":1508},{"textAlign":29},[1509,1510,1511],{"text":1080,"type":59},{"type":119},{"type":119},{"type":100,"attrs":1513,"content":1514},{"level":623,"textAlign":29},[1515],{"text":1516,"type":59,"marks":1517},"331% three-year ROI",[1518],{"type":84},{"type":54,"attrs":1520,"content":1521},{"textAlign":29},[1522],{"text":1523,"type":59},"Return on investment is calculated by comparing the total quantified benefits against the total investment costs over the three-year period, after risk adjustment.",{"type":54,"attrs":1525,"content":1526},{"textAlign":29},[1527],{"text":1528,"type":59},"In practical terms: for every euro invested in Prewave over three years, the composite organisation realised approximately €4.31 in benefit. The 331% figure represents the net return expressed as a percentage of that investment.",{"type":54,"attrs":1530,"content":1531},{"textAlign":29},[1532,1534],{"text":1533,"type":59},"A 331% ROI does not mean the total return is 331% of costs; it means the net return above and beyond the cost of investment is 331% of what was spent. It is calculated on a risk-adjusted basis, meaning it accounts for the possibility that not all projected benefits will be fully realised.",{"type":119},{"type":54,"attrs":1536},{"textAlign":29},{"type":100,"attrs":1538,"content":1539},{"level":623,"textAlign":29},[1540],{"text":1541,"type":59,"marks":1542},"€4.3M net present value",[1543],{"type":84},{"type":54,"attrs":1545,"content":1546},{"textAlign":29},[1547],{"text":1548,"type":59},"Net present value (NPV) is the discounted value of projected benefits minus costs over the three-year period. It calculates the absolute economic value created after accounting for the cost of capital and the time at which benefits are realised.",{"type":54,"attrs":1550,"content":1551},{"textAlign":29},[1552],{"text":1553,"type":59},"A positive NPV means the investment creates value in economic terms, even accounting for the fact that future benefits are worth less than present ones. The €4.3M figure represents the total economic surplus generated by deploying Prewave over three years, expressed in today's money.",{"type":54,"attrs":1555},{"textAlign":29},{"type":100,"attrs":1557,"content":1558},{"level":623,"textAlign":29},[1559],{"text":1404,"type":59,"marks":1560},[1561],{"type":84},{"type":54,"attrs":1563,"content":1564},{"textAlign":29},[1565],{"text":1566,"type":59},"The payback period is the point at which cumulative benefits exceed cumulative investment costs. In other words, when the platform pays for itself. ",{"type":54,"attrs":1568,"content":1569},{"textAlign":29},[1570],{"text":1571,"type":59},"A payback period of under six months is unusually short for enterprise software, and reflects two characteristics of the Prewave deployment model:",{"type":1573,"attrs":1574,"content":1576},"ordered_list",{"order":1575},1,[1577,1584],{"type":131,"content":1578},[1579],{"type":54,"attrs":1580,"content":1581},{"textAlign":29},[1582],{"text":1583,"type":59},"Risk reduction benefits begin accruing in Year 1 as earlier alert detection reduces crisis response costs. ",{"type":131,"content":1585},[1586],{"type":54,"attrs":1587,"content":1588},{"textAlign":29},[1589],{"text":1590,"type":59},"Procurement efficiency gains, specifically the reduction in manual supplier background check effort, are realised quickly once monitoring workflows are in place. ",{"type":54,"attrs":1592,"content":1593},{"textAlign":29},[1594],{"text":1595,"type":59},"The combination means the breakeven point arrives well before the end of the first year, after which each subsequent year of benefit compounds the overall return.",{"type":100,"attrs":1597,"content":1598},{"level":102,"textAlign":29},[1599,1602],{"type":119,"marks":1600},[1601],{"type":84},{"text":1603,"type":59,"marks":1604},"The four benefit categories behind the headline",[1605],{"type":84},{"type":54,"attrs":1607,"content":1608},{"textAlign":29},[1609,1614,1615],{"type":121,"attrs":1610},{"id":1611,"alt":124,"src":1612,"title":124,"source":124,"copyright":124,"meta_data":1613},168264635370328,"https://a.storyblok.com/f/297658/1478x896/5ec05ef090/four-benefit-categories.png",{},{"type":119},{"text":1616,"type":59},"The TEI study structures its financial analysis across four benefit categories. Each is modelled independently, risk-adjusted and discounted to present value before being combined into the headline figures.",{"type":128,"content":1618},[1619,1629,1640,1651],{"type":131,"content":1620},[1621],{"type":54,"attrs":1622,"content":1623},{"textAlign":29},[1624,1627],{"text":1411,"type":59,"marks":1625},[1626],{"type":84},{"text":1628,"type":59}," (risk-adjusted PV). Earlier detection and structured mitigation progressively reduce crisis-related costs — premium freight, emergency sourcing, production stoppages, crisis task force effort — across three years. This is the largest single benefit category.",{"type":131,"content":1630},[1631],{"type":54,"attrs":1632,"content":1633},{"textAlign":29},[1634,1638],{"text":1635,"type":59,"marks":1636},"Nearly €2M in compliance improvements ",[1637],{"type":84},{"text":1639,"type":59},"(risk-adjusted PV). Automated ESG screening reduces the need for headcount expansion while structured monitoring helps avoid a modelled €1M regulatory penalty.",{"type":131,"content":1641},[1642],{"type":54,"attrs":1643,"content":1644},{"textAlign":29},[1645,1649],{"text":1646,"type":59,"marks":1647},"€292K in procurement efficiency gains ",[1648],{"type":84},{"text":1650,"type":59},"(risk-adjusted PV). Automated risk scoring and continuous monitoring reduce manual supplier background check effort by up to 97.5% over three years.",{"type":131,"content":1652},[1653],{"type":54,"attrs":1654,"content":1655},{"textAlign":29},[1656,1659],{"text":1432,"type":59,"marks":1657},[1658],{"type":84},{"text":1660,"type":59}," (risk-adjusted PV). Organisations replacing fragmented risk, sustainability and compliance tools with a single platform reduce both licensing costs and operational overhead.",{"type":54,"attrs":1662,"content":1663},{"textAlign":29},[1664],{"text":1665,"type":59},"Total quantified benefits across all four categories:",{"type":128,"content":1667},[1668,1679,1690,1701],{"type":131,"content":1669},[1670],{"type":54,"attrs":1671,"content":1672},{"textAlign":29},[1673,1677],{"text":1674,"type":59,"marks":1675},"€5.6M",[1676],{"type":84},{"text":1678,"type":59}," in total quantified benefits (present value, three years)",{"type":131,"content":1680},[1681],{"type":54,"attrs":1682,"content":1683},{"textAlign":29},[1684,1688],{"text":1685,"type":59,"marks":1686},"€1.3M",[1687],{"type":84},{"text":1689,"type":59}," total cost of investment",{"type":131,"content":1691},[1692],{"type":54,"attrs":1693,"content":1694},{"textAlign":29},[1695,1699],{"text":1696,"type":59,"marks":1697},"€4.3M",[1698],{"type":84},{"text":1700,"type":59}," net present value",{"type":131,"content":1702},[1703],{"type":54,"attrs":1704,"content":1705},{"textAlign":29},[1706,1710],{"text":1707,"type":59,"marks":1708},"331%",[1709],{"type":84},{"text":1711,"type":59}," ROI",{"type":54,"attrs":1713},{"textAlign":29},{"type":100,"attrs":1715,"content":1716},{"level":102,"textAlign":29},[1717],{"text":773,"type":59,"marks":1718},[1719],{"type":84},{"type":128,"content":1721},[1722,1729,1736,1743,1750],{"type":131,"content":1723},[1724],{"type":54,"attrs":1725,"content":1726},{"textAlign":29},[1727],{"text":1728,"type":59},"The TEI framework applies two deliberate adjustments, risk adjustment and discounting, that make the figures conservative by design",{"type":131,"content":1730},[1731],{"type":54,"attrs":1732,"content":1733},{"textAlign":29},[1734],{"text":1735,"type":59},"Each of the four benefit categories is modelled independently, risk-adjusted and discounted before being combined into the headline figures",{"type":131,"content":1737},[1738],{"type":54,"attrs":1739,"content":1740},{"textAlign":29},[1741],{"text":1742,"type":59},"331% ROI means the net return above and beyond the cost of investment is 331% of what was spent, not that total returns are 331% of costs",{"type":131,"content":1744},[1745],{"type":54,"attrs":1746,"content":1747},{"textAlign":29},[1748],{"text":1749,"type":59},"€4.3M NPV represents the absolute economic surplus generated over three years, expressed in today's money",{"type":131,"content":1751},[1752],{"type":54,"attrs":1753,"content":1754},{"textAlign":29},[1755],{"text":1756,"type":59},"Payback in under six months is unusually short for enterprise software, driven by Year 1 risk reduction 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Based on interviews with enterprise customers, the study applies a risk-adjusted discounted cash flow model to quantify impact over three years.",{"type":54,"attrs":2472,"content":2473},{"textAlign":29},[2474,2476,2477],{"text":2475,"type":59},"The result is a CFO-ready analysis of ROI across risk reduction, compliance, and efficiency.",{"type":119},{"type":119},{"type":100,"attrs":2479,"content":2480},{"level":102,"textAlign":29},[2481],{"text":2482,"type":59,"marks":2483},"Key stats at a glance",[2484],{"type":84},{"type":128,"content":2486},[2487,2494,2501,2507,2513,2520,2527,2534],{"type":131,"content":2488},[2489],{"type":54,"attrs":2490,"content":2491},{"textAlign":29},[2492],{"text":2493,"type":59},"331% ROI over three years",{"type":131,"content":2495},[2496],{"type":54,"attrs":2497,"content":2498},{"textAlign":29},[2499],{"text":2500,"type":59},"€5.6M total quantified benefits (PV)",{"type":131,"content":2502},[2503],{"type":54,"attrs":2504,"content":2505},{"textAlign":29},[2506],{"text":1541,"type":59},{"type":131,"content":2508},[2509],{"type":54,"attrs":2510,"content":2511},{"textAlign":29},[2512],{"text":1404,"type":59},{"type":131,"content":2514},[2515],{"type":54,"attrs":2516,"content":2517},{"textAlign":29},[2518],{"text":2519,"type":59},"85% reduction in supplier crisis–related costs by year three",{"type":131,"content":2521},[2522],{"type":54,"attrs":2523,"content":2524},{"textAlign":29},[2525],{"text":2526,"type":59},"Up to 97.5% reduction in supplier background check effort",{"type":131,"content":2528},[2529],{"type":54,"attrs":2530,"content":2531},{"textAlign":29},[2532],{"text":2533,"type":59},"€292K in procurement efficiency gains within three years",{"type":131,"content":2535},[2536],{"type":54,"attrs":2537,"content":2538},{"textAlign":29},[2539],{"text":2540,"type":59},"€119K in legacy tool cost savings within three years",{"type":100,"attrs":2542,"content":2543},{"level":102,"textAlign":29},[2544,2547],{"type":119,"marks":2545},[2546],{"type":84},{"text":2548,"type":59,"marks":2549},"The business risks organisations are facing",[2550],{"type":84},{"type":54,"attrs":2552,"content":2553},{"textAlign":29},[2554,2558,2559,2560],{"text":2555,"type":59,"marks":2556},"“We had no standards and risk-handling was reactive. [There was] lots of troubleshooting, we could not foresee insolvencies, and [there were] other issues. Every purchaser did their own thing in their own way. When evaluating suppliers, we only looked at price and quality. We needed to add risk and sustainability factors into this. From time to time, we would have production disruptions.”",[2557],{"type":634},{"type":119},{"type":119},{"text":639,"type":59},{"type":54,"attrs":2562,"content":2563},{"textAlign":29},[2564,2565],{"type":119},{"text":2566,"type":59},"Before investing in Prewave, the organisations interviewed described similar challenges. Supplier risk was clearly increasing, but their ability to manage it remained largely reactive. Issues were often discovered only after they had already affected production, delivery, or cost.",{"type":54,"attrs":2568,"content":2569},{"textAlign":29},[2570],{"text":2571,"type":59},"When suppliers failed, the financial consequences were immediate, and visibility gaps made the situation harder. Without insight beyond Tier 1 suppliers, procurement teams relied on manual interventions across fragmented tools. At the same time, ESG and due diligence requirements were expanding, demanding greater transparency and stronger documentation.",{"type":54,"attrs":2573,"content":2574},{"textAlign":29},[2575],{"text":2576,"type":59},"Leaders recognised that risk was becoming a financial issue, not just an operational one. The question was how to measure the return on investing in resilience.",{"type":54,"attrs":2578},{"textAlign":29},{"type":100,"attrs":2580,"content":2581},{"level":102,"textAlign":29},[2582],{"text":2583,"type":59,"marks":2584},"How the study models year-by-year value",[2585],{"type":84},{"type":54,"attrs":2587,"content":2588},{"textAlign":29},[2589,2592,2593,2594],{"text":631,"type":59,"marks":2590},[2591],{"type":634},{"type":119},{"type":119},{"text":639,"type":59},{"type":54,"attrs":2596,"content":2597},{"textAlign":29},[2598,2599],{"type":119},{"text":2600,"type":59},"The Forrester study is grounded in interviews with Prewave customers and internal stakeholders. From these discussions, Forrester built a composite global manufacturer reflecting the scale and challenges described during the research.",{"type":54,"attrs":2602,"content":2603},{"textAlign":29},[2604],{"text":2605,"type":59},"Using this profile, Forrester applied its TEI methodology to project costs and benefits across three years, incorporating conservative assumptions and risk adjustments.",{"type":54,"attrs":2607,"content":2608},{"textAlign":29},[2609],{"text":2610,"type":59},"The transformation unfolds in phases:",{"type":128,"content":2612},[2613,2625,2636],{"type":131,"content":2614},[2615],{"type":54,"attrs":2616,"content":2617},{"textAlign":29},[2618,2622,2623],{"text":2619,"type":59,"marks":2620},"Year 1: Establishing visibility. ",[2621],{"type":84},{"type":119},{"text":2624,"type":59},"Real-time monitoring and prioritised alerts replace fragmented manual processes, delivering early disruption cost reduction.",{"type":131,"content":2626},[2627],{"type":54,"attrs":2628,"content":2629},{"textAlign":29},[2630,2634],{"text":2631,"type":59,"marks":2632},"Year 2: Strengthening oversight. ",[2633],{"type":84},{"text":2635,"type":59},"Structured ESG and compliance workflows reduce manual workload and improve transparency.",{"type":131,"content":2637},[2638],{"type":54,"attrs":2639,"content":2640},{"textAlign":29},[2641,2645],{"text":2642,"type":59,"marks":2643},"Year 3: Expanding into Tier-N networks. ",[2644],{"type":84},{"text":2646,"type":59},"Deeper visibility into sub-tier suppliers significantly lowers supplier-related risk exposure.",{"type":54,"attrs":2648,"content":2649},{"textAlign":29},[2650],{"type":121,"attrs":2651},{"id":2652,"alt":124,"src":2653,"title":124,"source":124,"copyright":124,"meta_data":2654},146668502780147,"https://a.storyblok.com/f/297658/1669x914/09984aa29e/forrester-financial-summary.png",{},{"type":100,"attrs":2656,"content":2657},{"level":102,"textAlign":29},[2658,2659],{"type":119},{"text":2660,"type":59,"marks":2661},"Four ways supplier risk management delivers measurable return",[2662],{"type":84},{"type":54,"attrs":2664,"content":2665},{"textAlign":29},[2666],{"text":2667,"type":59,"marks":2668},"“Each interviewee said that by investing in Prewave, their organization reduced costs related to supplier risk, which they consider to be the largest benefit in some ways.”",[2669],{"type":634},{"type":54,"attrs":2671,"content":2672},{"textAlign":29},[2673],{"text":1080,"type":59},{"type":54,"attrs":2675,"content":2676},{"textAlign":29},[2677,2678],{"type":119},{"text":2679,"type":59},"The study identifies four primary drivers of economic value:",{"type":1573,"attrs":2681,"content":2682},{"order":1575},[2683,2690,2697,2704],{"type":131,"content":2684},[2685],{"type":54,"attrs":2686,"content":2687},{"textAlign":29},[2688],{"text":2689,"type":59},"Reduced disruption impact through earlier detection and prioritised response",{"type":131,"content":2691},[2692],{"type":54,"attrs":2693,"content":2694},{"textAlign":29},[2695],{"text":2696,"type":59},"Stronger regulatory compliance with lower manual workload and penalty exposure",{"type":131,"content":2698},[2699],{"type":54,"attrs":2700,"content":2701},{"textAlign":29},[2702],{"text":2703,"type":59},"Improved procurement productivity via automated supplier screening and risk assessment",{"type":131,"content":2705},[2706],{"type":54,"attrs":2707,"content":2708},{"textAlign":29},[2709],{"text":2710,"type":59},"Lower technology costs by consolidating fragmented risk and compliance tools",{"type":54,"attrs":2712,"content":2713},{"textAlign":29},[2714],{"text":2715,"type":59},"Each of these contributes to a structured, risk-adjusted financial model that demonstrates measurable impact over time.",{"type":814},{"type":100,"attrs":2718,"content":2719},{"level":102,"textAlign":29},[2720],{"text":819,"type":59,"marks":2721},[2722],{"type":84},{"type":54,"attrs":2724,"content":2725},{"textAlign":29},[2726],{"text":826,"type":59},{"type":54,"attrs":2728,"content":2729},{"textAlign":29},[2730],{"text":831,"type":59},{"type":54,"attrs":2732,"content":2733},{"textAlign":29},[2734],{"text":836,"type":59,"marks":2735},[2736,2738],{"type":64,"attrs":2737},{"href":573,"uuid":574,"anchor":29,"target":68,"linktype":69},{"type":84},{"type":54,"attrs":2740,"content":2741},{"textAlign":29},[2742],{"type":119},"Posted March 3, 2026 • 6 min read",{"_uid":847,"title":2745,"plugin":527,"og_image":2746,"og_title":2745,"description":2747,"twitter_image":2746,"twitter_title":2745,"og_description":2747,"twitter_description":2747},"Measurable ROI for supplier risk management: Forrester® TEI findings - Download now","https://a.storyblok.com/f/297658/2750x2200/ec1922eb32/forrester-blog-banner-launch.jpeg","Discover the financial return of proactive supplier risk management in this independent Forrester® Total Economic Impact™ study.","6 min read",{"id":2750,"alt":124,"name":124,"focus":124,"title":124,"source":124,"filename":2746,"copyright":124,"fieldtype":536,"meta_data":2751,"is_external_url":11},146664423835614,{},[],[546,860,859],{"type":51,"content":2755},[2756],{"type":54},"forrester-tei-study-what-is-the-roi-of-prewave-s-holistic-supplier-risk-management","de/unternehmen/news-and-press/forrester-tei-study-what-is-the-roi-of-prewave-s-holistic-supplier-risk-management","2026-02-15",-620,[],166864164092410,"f4094e0a-8724-4faf-8c48-c21c9b7634f1","2026-05-20T11:26:00.292Z",[],"company/news-and-press/forrester-tei-study-what-is-the-roi-of-prewave-s-holistic-supplier-risk-management",[2768,2770],{"path":2769,"name":29,"lang":40,"published":29},"entreprise/news-and-press/forrester-tei-study-what-is-the-roi-of-prewave-s-holistic-supplier-risk-management",{"path":2771,"name":29,"lang":35,"published":29},"unternehmen/news-and-press/forrester-tei-study-what-is-the-roi-of-prewave-s-holistic-supplier-risk-management",{"type":51,"content":2773},[2774],{"type":54},"how-organisations-achieve-to-331-roi-through-holistic-supplier-risk-management","de/ressourcen/blog/how-organisations-achieve-to-331-roi-through-holistic-supplier-risk-management",-490,[],"6033600d-b8db-4ba8-a7c3-efb61f9080fc","2026-05-20T11:21:22.485Z",[],"resources/blog/how-organisations-achieve-to-331-roi-through-holistic-supplier-risk-management",[2784,2786],{"path":2785,"name":29,"lang":40,"published":29},"ressources/blog/how-organisations-achieve-to-331-roi-through-holistic-supplier-risk-management",{"path":2787,"name":29,"lang":35,"published":29},"ressourcen/blog/how-organisations-achieve-to-331-roi-through-holistic-supplier-risk-management",{"sm":880,"md":881,"lg":881},{"type":51,"content":2790},[2791],{"type":54},"the-supplier-code-of-conduct","de/ressourcen/blog/the-supplier-code-of-conduct","2026-03-18",740,[],"c4054e59-852e-4172-8dae-49817ee950d5","2026-05-20T11:21:30.470Z",[],"resources/blog/the-supplier-code-of-conduct",[2802,2804],{"path":2803,"name":29,"lang":40,"published":29},"ressources/blog/the-supplier-code-of-conduct",{"path":2805,"name":29,"lang":35,"published":29},"ressourcen/blog/the-supplier-code-of-conduct",1781870896816]