[{"data":1,"prerenderedAt":2834},["ShallowReactive",2],{"resources-blog-why-pharma-supply-chain-visibility-matters-en-published":3},{"name":4,"created_at":5,"published_at":6,"updated_at":7,"id":8,"uuid":9,"content":10,"slug":2821,"full_slug":2822,"sort_by_date":2823,"position":2824,"tag_list":2825,"is_startpage":11,"parent_id":1501,"meta_data":29,"group_id":2826,"first_published_at":2827,"release_id":29,"lang":35,"path":29,"alternates":2828,"default_full_slug":2822,"translated_slugs":2829},"Why Pharma Supply Chain Visibility Matters More Than Ever","2026-04-22T12:17:34.595Z","2026-06-03T12:53:18.561Z","2026-06-03T12:53:18.582Z",168635001310228,"925d696e-95df-461f-b2ac-97280c9dab76",{"big":11,"_uid":12,"type":13,"pinned":11,"section":44,"tagline":557,"metatags":558,"overline":564,"component":565,"thumbnail":566,"additional_seo":571,"related_articles":572,"footer_cta_text_alt":2818},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":28,"translated_slugs":37,"_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","articles/type/blog",null,-20,[],559406674,"095d1902-25d3-4d9f-9f72-eae04585b89c","2025-03-12T09:16:58.265Z","default",[],[38,40],{"path":28,"name":29,"lang":39,"published":29},"fr",{"path":41,"name":29,"lang":42,"published":29},"artikel/typ/blog","de",true,[45],{"_uid":46,"title":4,"content":47,"component":556},"9188f656-bed9-46e7-8f0a-35379e1a7617",[48],{"_uid":49,"is_big":11,"content":50,"component":555},"6fcb5ab4-0233-46a8-8099-e9bbba8bef3c",{"type":51,"content":52},"doc",[53,71,76,89,91,101,106,111,116,129,146,151,172,177,179,186,191,196,198,206,211,216,221,226,228,235,248,261,274,279,281,288,293,298,303,305,312,317,322,324,331,336,341,346,348,355,360,365,370,372,379,384,389,404,417,438,443,445,452,457,462,475,488,501,506,511,513,520,525,530,542,544],{"type":54,"attrs":55,"content":56},"paragraph",{"textAlign":29},[57,60,69],{"text":58,"type":59},"The total value of the pharmaceutical supply chain is predicted to increase to around ","text",{"text":61,"type":59,"marks":62},"$5289.53 million by 2032",[63],{"type":64,"attrs":65},"link",{"href":66,"uuid":29,"anchor":29,"target":67,"linktype":68},"https://inkwoodresearch.com/reports/pharmaceutical-supply-chain-management-market/#:~:text=MARKET%20OVERVIEW,is%20between%202023%20and%202032.","_blank","url",{"text":70,"type":59},", with billions of dollars of vital products moving through the chain each year. ",{"type":54,"attrs":72,"content":73},{"textAlign":29},[74],{"text":75,"type":59},"And with life-saving pharmaceuticals continuously flowing through the pharma supply chain, visibility over the safety and integrity of these products is essential. Yet, with economic, social, and legal factors creating challenges in the supply chain, businesses in this sector must increasingly rely on technological solutions to achieve full visibility over their operations. ",{"type":54,"attrs":77,"content":78},{"textAlign":29},[79,81,87],{"text":80,"type":59},"Painted against the context of a ",{"text":82,"type":59,"marks":83},"rising demand for pharmaceuticals",[84],{"type":64,"attrs":85},{"href":86,"uuid":29,"anchor":29,"target":67,"linktype":68},"https://www.iqvia.com/insights/the-iqvia-institute/reports-and-publications/reports/the-global-use-of-medicines-2024-outlook-to-2028",{"text":88,"type":59},", the pharma industry must identify strategies to enhance the transparency and efficacy of their supplier links.",{"type":54,"attrs":90},{"textAlign":29},{"type":92,"attrs":93,"content":95},"heading",{"level":94,"textAlign":29},2,[96],{"text":97,"type":59,"marks":98},"The Crucial Role of Supply Chain Visibility in the Pharma Industry",[99],{"type":100},"bold",{"type":54,"attrs":102,"content":103},{"textAlign":29},[104],{"text":105,"type":59},"The pharmaceutical industry is deeply complex, requiring a diverse selection of natural resources that must be kept in pristine quality. Even the procurement stage of the pharmaceutical supply chain may require an extensive global network of connections, each of which may have unique local laws to understand and maintain compliance with.",{"type":54,"attrs":107,"content":108},{"textAlign":29},[109],{"text":110,"type":59},"The manufacturing process for the pharma supply chain requires sophisticated technology, time-sensitive production schedules, and interaction with complex chemical processes. Businesses must be able to document and validate that they are following best practices during these processes to demonstrate the quality of the drugs they are producing.",{"type":54,"attrs":112,"content":113},{"textAlign":29},[114],{"text":115,"type":59},"Even the distribution and delivery stage of the pharmaceutical supply chain comes with its difficulties, as many drugs require cold-chain logistics, effective logistics management, and robust tracking systems to ensure no drugs are lost on the way. ",{"type":54,"attrs":117,"content":118},{"textAlign":29},[119,121,127],{"text":120,"type":59},"The final delivery of products must also come with drug identification, as recent problems with counterfeit drugs have reduced the general trust in this supply chain system. In 2022, there were over ",{"text":122,"type":59,"marks":123},"6,600 cases of counterfeit drugs",[124],{"type":64,"attrs":125},{"href":126,"uuid":29,"anchor":29,"target":67,"linktype":68},"https://www.pharmaceutical-technology.com/analyst-comment/drug-counterfeiting-is-rising-rapidly-in-emerging-markets/?cf-view",{"text":128,"type":59}," arriving at hospitals, demonstrating the lucrative market thieves are taking advantage of.",{"type":54,"attrs":130,"content":131},{"textAlign":29},[132,139,144],{"type":133,"attrs":134},"image",{"id":135,"alt":136,"src":137,"title":136,"source":136,"copyright":136,"meta_data":138},21391006,"","https://a.storyblok.com/f/297658/510x353/01534af0e1/blog-graphic-pharma-supply-chain.svg",{},{"text":140,"type":59,"marks":141},"Source",[142],{"type":64,"attrs":143},{"href":126,"uuid":29,"anchor":29,"target":29,"linktype":68},{"text":145,"type":59}," – Pharmaceutical counterfeiting cases from 2018-2022.",{"type":54,"attrs":147,"content":148},{"textAlign":29},[149],{"text":150,"type":59},"In the pharma supply chain, compliance with high-quality standards and regulatory requirements isn’t just a legal obligation. Considering that the drugs that a company supplies are often used in medical treatment plans and life-or-death situations, compliance is also a moral requirement. The improper handling or storage of pharmaceuticals, especially considering many are temperature-sensitive, could directly impact patient safety.",{"type":54,"attrs":152,"content":153},{"textAlign":29},[154,156,162,164,170],{"text":155,"type":59},"Pharmaceutical companies must adhere to ",{"text":157,"type":59,"marks":158},"Good Manufacturing Practices (GMP)",[159],{"type":64,"attrs":160},{"href":161,"uuid":29,"anchor":29,"target":67,"linktype":68},"https://www.who.int/news-room/questions-and-answers/item/medicines-good-manufacturing-processes#:~:text=What%20is%20GMP%3F-,Good%20manufacturing%20practice%20(GMP)%20is%20a%20system%20for%20ensuring%20that,through%20testing%20the%20final%20product.",{"text":163,"type":59}," and ",{"text":165,"type":59,"marks":166},"Good Distribution Practices (GDP)",[167],{"type":64,"attrs":168},{"href":169,"uuid":29,"anchor":29,"target":67,"linktype":68},"https://www.ema.europa.eu/en/human-regulatory-overview/post-authorisation/compliance-post-authorisation/good-distribution-practice#:~:text=Good%20distribution%20practice%20(GDP)%20describes,maintained%20throughout%20the%20supply%20chain.",{"text":171,"type":59}," in order to deliver quality products to patients across the globe. With the severe nature of this industry, those who work in pharmaceuticals must endeavour to achieve compliance despite the complex nature of their supply chain. ",{"type":54,"attrs":173,"content":174},{"textAlign":29},[175],{"text":176,"type":59},"The first step toward overcoming these challenges is using advanced tracking and monitoring solutions to enhance transparency and achieve compliance.",{"type":54,"attrs":178},{"textAlign":29},{"type":92,"attrs":180,"content":181},{"level":94,"textAlign":29},[182],{"text":183,"type":59,"marks":184},"Challenges in Achieving Full Supply Chain Visibility",[185],{"type":100},{"type":54,"attrs":187,"content":188},{"textAlign":29},[189],{"text":190,"type":59},"Due to the sensitive nature of the final product in the pharmaceutical supply chain, providers and vendors in this industry must have constant vigilance over their supply links, transport connections, and warehouse conditions. ",{"type":54,"attrs":192,"content":193},{"textAlign":29},[194],{"text":195,"type":59},"With a high level of risk, this industry’s supply chain has to maintain visibility over every single area involved. However, there are three unique challenges that can diminish transparency and impact overall visibility.",{"type":54,"attrs":197},{"textAlign":29},{"type":92,"attrs":199,"content":201},{"level":200,"textAlign":29},3,[202],{"text":203,"type":59,"marks":204},"Tracking and Transparency Hurdles",[205],{"type":100},{"type":54,"attrs":207,"content":208},{"textAlign":29},[209],{"text":210,"type":59},"Medicine is needed in hospitals all across the globe, instantly scaling the need for visibility to one that encompasses transport on a global scale. With the sheer scope required by the pharma supply chain, effective tracking has become a monumental task. ",{"type":54,"attrs":212,"content":213},{"textAlign":29},[214],{"text":215,"type":59},"Even with effective monitoring systems in place, the volume of data produced by track-and-trace systems makes full visibility over each segment of the supply chain an extremely costly endeavour. Storing all of this data requires pharmaceutical companies to work with cloud storage vendors, incurring huge monthly costs for storing and constantly generating more real-time location and status data.",{"type":54,"attrs":217,"content":218},{"textAlign":29},[219],{"text":220,"type":59},"Tracking goes far beyond just mapping where shipments are. Due to the precarious nature of the drugs involved in the pharma supply chain, everything right down to the humidity and temperature readings of individual shipping units must be catalogued to ensure that the final product is still effective upon arrival. ",{"type":54,"attrs":222,"content":223},{"textAlign":29},[224],{"text":225,"type":59},"From transparency issues with vendors to the difficulty with managing tracking on a global scale, the pharma industry faces major supply chain problems.",{"type":54,"attrs":227},{"textAlign":29},{"type":92,"attrs":229,"content":230},{"level":200,"textAlign":29},[231],{"text":232,"type":59,"marks":233},"Dealing with Counterfeit and Falsified Medicines",[234],{"type":100},{"type":54,"attrs":236,"content":237},{"textAlign":29},[238,240,246],{"text":239,"type":59},"Every single year, the consequences of counterfeit medicine amounts to around ",{"text":241,"type":59,"marks":242},"$200 billion",[243],{"type":64,"attrs":244},{"href":245,"uuid":29,"anchor":29,"target":29,"linktype":68},"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10184969/",{"text":247,"type":59}," USD in revenue impact. Beyond just revenue damages, counterfeit medicine that ends up in hospitals can pose a dramatic risk to patient lives. ",{"type":54,"attrs":249,"content":250},{"textAlign":29},[251,253,259],{"text":252,"type":59},"Counterfeit medicine often contains the wrong drugs or is incorrectly formulated, meaning it does not have the desired effect when administered to a patient. This was demonstrated during the COVID-19 pandemic, when many ",{"text":254,"type":59,"marks":255},"drugs experienced a surge in demand",[256],{"type":64,"attrs":257},{"href":258,"uuid":29,"anchor":29,"target":29,"linktype":68},"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9277998/",{"text":260,"type":59},". The increased demand led to criminals attempting to bring their counterfeit drugs to the market.",{"type":54,"attrs":262,"content":263},{"textAlign":29},[264,266,272],{"text":265,"type":59},"INTERPOL, one of the main entities that tracks and seizes counterfeit drugs, saw a huge ",{"text":267,"type":59,"marks":268},"increase in fake medical products",[269],{"type":64,"attrs":270},{"href":271,"uuid":29,"anchor":29,"target":29,"linktype":68},"https://www.interpol.int/News-and-Events/News/2020/Global-operation-sees-a-rise-in-fake-medical-products-related-to-COVID-19",{"text":273,"type":59}," during COVID-19.",{"type":54,"attrs":275,"content":276},{"textAlign":29},[277],{"text":278,"type":59},"With the severity of the risk that fake drugs pose, pharmaceutical companies must implement comprehensive tracking procedures.",{"type":54,"attrs":280},{"textAlign":29},{"type":92,"attrs":282,"content":283},{"level":200,"textAlign":29},[284],{"text":285,"type":59,"marks":286},"Ensuring Quality Control and Proper Handling Throughout the Pharma Supply Chain",[287],{"type":100},{"type":54,"attrs":289,"content":290},{"textAlign":29},[291],{"text":292,"type":59},"Another major challenge that impacts the pharma supply chain is the stringent quality controls. Due to the importance of a perfect final product, businesses must ensure that proper handling strategies are used.",{"type":54,"attrs":294,"content":295},{"textAlign":29},[296],{"text":297,"type":59},"Businesses in this industry must introduce end-to-end traceability and quality checks within their supply chains. While these processes can be costly, companies cannot cut corners when it comes to quality control and proper handling.",{"type":54,"attrs":299,"content":300},{"textAlign":29},[301],{"text":302,"type":59},"Every pharmaceutical company must be able to attest to the proper handling of their products from end to end.",{"type":54,"attrs":304},{"textAlign":29},{"type":92,"attrs":306,"content":307},{"level":94,"textAlign":29},[308],{"text":309,"type":59,"marks":310},"Technological Innovations Enhancing Supply Chain Visibility",[311],{"type":100},{"type":54,"attrs":313,"content":314},{"textAlign":29},[315],{"text":316,"type":59},"The widespread reliance of hospitals and medical institutions on the pharma supply chain has led to a great deal of technological innovation in the sector, including access to a number of leading technologies that provide solutions to many core challenges.",{"type":54,"attrs":318,"content":319},{"textAlign":29},[320],{"text":321,"type":59},"Here are three technologies actively breaking down barriers in the pharmaceutical supply chain and enhancing visibility.",{"type":54,"attrs":323},{"textAlign":29},{"type":92,"attrs":325,"content":326},{"level":200,"textAlign":29},[327],{"text":328,"type":59,"marks":329},"The Application of Blockchain for Secure Tracking",[330],{"type":100},{"type":54,"attrs":332,"content":333},{"textAlign":29},[334],{"text":335,"type":59},"Blockchain technology offers an immutable ledger that businesses can use to enhance visibility in their own supply chain. Once a transaction has been recorded to the blockchain, it cannot be altered. Due to this, movements in the supply chain would have a highly visible trail of information that companies could use to track shipments and record the movements of their products.",{"type":54,"attrs":337,"content":338},{"textAlign":29},[339],{"text":340,"type":59},"When using blockchain technologies in the pharma supply chain, there is an added layer of forced transparency that suppliers have to engage with. This visibility would help to reduce the possibility of counterfeit medicines entering the supply chain. As the movement of products and the process of obtaining raw materials would be carefully traced, there would be less opportunity for criminals to substitute or replace products.",{"type":54,"attrs":342,"content":343},{"textAlign":29},[344],{"text":345,"type":59},"The permanent and available records that blockchain supplies also create a useful paper trail for regulatory compliance.",{"type":54,"attrs":347},{"textAlign":29},{"type":92,"attrs":349,"content":350},{"level":200,"textAlign":29},[351],{"text":352,"type":59,"marks":353},"IoT and Smart Sensors for Real-Time Monitoring",[354],{"type":100},{"type":54,"attrs":356,"content":357},{"textAlign":29},[358],{"text":359,"type":59},"IoT devices, like smart sensors, are a vital piece of infrastructural technology that can help when closely monitoring shipments across the globe. Small and compact IoT sensors can take readings inside transport boxes or cargo shipments to closely monitor the temperature and humidity of transport conditions.",{"type":54,"attrs":361,"content":362},{"textAlign":29},[363],{"text":364,"type":59},"As IoT devices are connected to the internet, they can provide real-time measurements and instantly alert providers if a temperature requirement is breached. The widespread availability of these sensors ensures that their ability to offer real-time insight into regulation conditions helps to dramatically reduce the risk of unknown errors in the transport process.",{"type":54,"attrs":366,"content":367},{"textAlign":29},[368],{"text":369,"type":59},"IoT and smart sensors help to maintain product quality and optimise supply chain operations from end to end.",{"type":54,"attrs":371},{"textAlign":29},{"type":92,"attrs":373,"content":374},{"level":200,"textAlign":29},[375],{"text":376,"type":59,"marks":377},"AI and Machine Learning for Predictive Analytics",[378],{"type":100},{"type":54,"attrs":380,"content":381},{"textAlign":29},[382],{"text":383,"type":59},"Artificial intelligence and machine learning technologies are two of the most impactful innovations that have entered the supply chain industry over recent years. Beyond just the pharmaceutical supply chain, AI and ML can help any industry through enhanced predictive analytics. ",{"type":54,"attrs":385,"content":386},{"textAlign":29},[387],{"text":388,"type":59},"AI and ML technology can provide:",{"type":390,"content":391},"bullet_list",[392],{"type":393,"content":394},"list_item",[395],{"type":54,"attrs":396,"content":397},{"textAlign":29},[398,402],{"text":399,"type":59,"marks":400},"Precise predictive analytics: ",[401],{"type":100},{"text":403,"type":59},"AI tools can provide real-time data insight for more effective predictive analytics. AI can pinpoint potential disruptions in the supply chain and then suggest measures to avoid these delays.",{"type":390,"content":405},[406],{"type":393,"content":407},[408],{"type":54,"attrs":409,"content":410},{"textAlign":29},[411,415],{"text":412,"type":59,"marks":413},"Disruptions forecasting:",[414],{"type":100},{"text":416,"type":59}," Machine learning models can conduct risk assessments of providers to identify potential events that may reduce the ability of a supplier to comply with their obligations. By forecasting these disruptions ahead of time, pharma supply chain companies can prepare for the future and implement strategies to overcome these disruptions.",{"type":390,"content":418},[419],{"type":393,"content":420},[421],{"type":54,"attrs":422,"content":423},{"textAlign":29},[424,428,430,436],{"text":425,"type":59,"marks":426},"Optimisation suggestion:",[427],{"type":100},{"text":429,"type":59}," With real-time data processing and analysis, AI tools can even suggest enhanced routes for logistics drivers to take. Route planning using AI systems is now a common use of AI, with companies like Walmart avoiding emitting over ",{"text":431,"type":59,"marks":432},"94 million pounds of CO2",[433],{"type":64,"attrs":434},{"href":435,"uuid":29,"anchor":29,"target":29,"linktype":68},"https://commerce.walmart.com/content/walmart-commerce-tech/en_us/our-solutions/route-optimization.html",{"text":437,"type":59}," by planning more effective routes in 2023.",{"type":54,"attrs":439,"content":440},{"textAlign":29},[441],{"text":442,"type":59},"AI technologies provide a plethora of opportunities to pharma supply chain companies to enhance their processes and create a more efficient transport and monitoring system.",{"type":54,"attrs":444},{"textAlign":29},{"type":92,"attrs":446,"content":447},{"level":94,"textAlign":29},[448],{"text":449,"type":59,"marks":450},"The Future of Pharma Supply Chains",[451],{"type":100},{"type":54,"attrs":453,"content":454},{"textAlign":29},[455],{"text":456,"type":59},"Over the next few years, with the emergence of new technologies and the improvement of current processes, pharma supply chain businesses will increasingly have to be aware of current opportunities in the space. Leveraging new strategies and technologies will improve visibility into the pharmaceutical supply chain and forge more effective supplier relationships.",{"type":54,"attrs":458,"content":459},{"textAlign":29},[460],{"text":461,"type":59},"As we progress further into a digital age of supply chain management, operators in the pharma supply chain must:",{"type":390,"content":463},[464],{"type":393,"content":465},[466],{"type":54,"attrs":467,"content":468},{"textAlign":29},[469,473],{"text":470,"type":59,"marks":471},"Embrace emerging technologies: ",[472],{"type":100},{"text":474,"type":59},"As new technologies, like AI, IoT, and ML, come to market, your pharmaceutical business has the ability to create a more transparent, agile, and effective supply chain. Leveraging technology to improve visibility and embed predictive analytics into your processes will reduce risk and streamline your supply chain.",{"type":390,"content":476},[477],{"type":393,"content":478},[479],{"type":54,"attrs":480,"content":481},{"textAlign":29},[482,486],{"text":483,"type":59,"marks":484},"Prioritise collaboration:",[485],{"type":100},{"text":487,"type":59}," Effective monitoring of a supply chain from end-to-end requires extensive trust and visibility over partner operations. Establishing strong relationships between suppliers and operators can enhance visibility and lay the foundations for a more reliable business relationship. Advanced collaboration will also allow you to help suppliers reduce their risk overhead, creating better supply links for all.",{"type":390,"content":489},[490],{"type":393,"content":491},[492],{"type":54,"attrs":493,"content":494},{"textAlign":29},[495,499],{"text":496,"type":59,"marks":497},"Engage in risk management",[498],{"type":100},{"text":500,"type":59},": Conducting risk assessments of suppliers and diversifying active supplier links will help to reduce the overall risk that companies in the pharmaceutical industry take. With less risk, your business is less likely to experience disruptions and potential issues in the supply chain.",{"type":54,"attrs":502,"content":503},{"textAlign":29},[504],{"text":505,"type":59},"Businesses must maintain a proactive approach when it comes to visibility in the pharmaceutical supply chain. Implementing risk management and mitigation solutions will help companies create a network of suppliers that they can rely on far into the future. ",{"type":54,"attrs":507,"content":508},{"textAlign":29},[509],{"text":510,"type":59},"Pharmaceutical organisations that can leverage emerging technologies, foster tight-knit collaborations, and manage risk will thrive in the coming years.",{"type":54,"attrs":512},{"textAlign":29},{"type":92,"attrs":514,"content":515},{"level":94,"textAlign":29},[516],{"text":517,"type":59,"marks":518},"Improving Pharma Supply Chain Visibility in the Coming Years",[519],{"type":100},{"type":54,"attrs":521,"content":522},{"textAlign":29},[523],{"text":524,"type":59},"The pharma supply chain is a highly complex system that must consistently deliver products in perfect conditions. As a high-risk industry that faces issues with counterfeit drugs, quality problems, and transparency barriers, suppliers must do everything possible to maintain visibility over their supply chain. ",{"type":54,"attrs":526,"content":527},{"textAlign":29},[528],{"text":529,"type":59},"Over the coming years, as demand continues to grow, collaboration and the proliferation of smart technology will become even more necessary. Suppliers that take a proactive approach and craft strategies for a resilient supply chain will deliver high-quality products to patients across the world for years to come.",{"type":54,"attrs":531,"content":532},{"textAlign":29},[533,540],{"text":534,"type":59,"marks":535},"Book a Prewave demo ",[536],{"type":64,"attrs":537},{"href":538,"uuid":29,"anchor":29,"target":539,"linktype":68},"https://meetings.hubspot.com/sally-kedroff/15-min-austauschexchange","_self",{"text":541,"type":59},"today to explore our supply chain visibility solutions to provide your pharmaceutical supply chain with operational excellence and strengthened resilience. Full transparency is only a click away.",{"type":54,"attrs":543},{"textAlign":29},{"type":54,"attrs":545,"content":546},{"textAlign":29},[547],{"text":548,"type":59,"marks":549},"Talk to an expert",[550,552,553],{"type":64,"attrs":551},{"href":538,"uuid":29,"anchor":29,"target":539,"linktype":68},{"type":100},{"type":554},"italic","c-text","m-section","Posted June 25, 2024 • 8 min read",{"_uid":559,"title":560,"plugin":561,"og_image":562,"og_title":136,"description":563,"twitter_image":136,"twitter_title":136,"og_description":136,"twitter_description":136},"9e144aa3-d3bf-48c6-9aa1-c2e153cfc677","Why Pharma Supply Chain Visibility Matters More Than Ever ","seo_metatags","https://a.storyblok.com/f/297658/5824x3264/365623b410/pharma-supply-chain.jpeg","Discover how advanced technology can enhance visibility in your pharma supply chain. Leverage advanced tech for seamless operations.\n","8 min read","article",{"id":567,"alt":568,"name":136,"focus":136,"title":136,"source":136,"filename":562,"copyright":136,"fieldtype":569,"meta_data":570,"is_external_url":11},21391007,"Why Pharma Supply Chain Visibility Matters","asset",{"alt":568,"title":136,"source":136,"copyright":136},[],[573,2188,2553],{"name":574,"created_at":575,"published_at":576,"updated_at":577,"id":578,"uuid":579,"content":580,"slug":2173,"full_slug":2174,"sort_by_date":1498,"position":2175,"tag_list":2176,"is_startpage":11,"parent_id":1501,"meta_data":29,"group_id":2177,"first_published_at":2178,"release_id":29,"lang":35,"path":29,"alternates":2179,"default_full_slug":2174,"translated_slugs":2180,"_stopResolving":43,"cols":2185},"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,"8224a2b4-263a-405c-a6fa-5e9e4f1d7816",{"big":11,"_uid":581,"type":582,"pinned":11,"section":591,"tagline":1057,"metatags":1058,"overline":1064,"component":565,"thumbnail":1065,"additional_seo":1068,"related_articles":1069,"footer_cta_text_alt":2170},"43d1daf6-9e44-4ad4-a10c-e756b640a4e2",[583],{"name":15,"created_at":16,"published_at":17,"updated_at":18,"id":19,"uuid":20,"content":584,"slug":27,"full_slug":28,"sort_by_date":29,"position":30,"tag_list":586,"is_startpage":11,"parent_id":32,"meta_data":29,"group_id":33,"first_published_at":34,"release_id":29,"lang":35,"path":29,"alternates":587,"default_full_slug":28,"translated_slugs":588,"_stopResolving":43},{"_uid":22,"component":23,"folder_slug":24,"overview_page":585,"articles_page_title":15},[26],[],[],[589,590],{"path":28,"name":29,"lang":39,"published":29},{"path":41,"name":29,"lang":42,"published":29},[592],{"_uid":593,"title":574,"content":594,"subtitle":136,"component":556},"98eb847b-2e19-47ed-9eff-03c0bd068454",[595],{"_uid":596,"is_big":11,"content":597,"component":555},"8c77d545-5076-4cf8-a710-fa5e9c132d99",{"type":51,"content":598},[599,606,618,627,632,637,648,701,710,717,728,733,758,760,767,772,779,786,791,796,802,804,811,816,821,823,829,834,839,858,863,873,884,928,933,979,981,988,1025,1027,1034,1039,1044,1053],{"type":54,"attrs":600,"content":601},{"textAlign":29},[602],{"text":603,"type":59,"marks":604},"The financial model used in Forrester's Total Economic Impact™ study is based on real customer data. Here’s how it works.",[605],{"type":100},{"type":54,"attrs":607,"content":608},{"textAlign":29},[609],{"text":610,"type":59,"marks":611},"Read the Total Economic Impact™ study",[612,617],{"type":64,"attrs":613},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},"/the-total-economic-impact-of-prewave-s-holistic-supplier-risk-management-platform","d5f8e25a-3e2a-4cb6-a769-f99a9d565d8f","story",{"type":100},{"type":54,"attrs":619,"content":620},{"textAlign":29},[621],{"type":622,"marks":623},"hard_break",[624,626],{"type":64,"attrs":625},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":628,"content":629},{"textAlign":29},[630],{"text":631,"type":59},"Headline numbers are easy to quote. The methodology behind them matters more.",{"type":54,"attrs":633,"content":634},{"textAlign":29},[635],{"text":636,"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":638,"content":639},{"textAlign":29},[640,642,643,644],{"text":641,"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":622},{"type":622},{"text":645,"type":59,"marks":646},"Most significant quantified benefits from the report",[647],{"type":100},{"type":390,"content":649},[650,657,664,671,678,685,692],{"type":393,"content":651},[652],{"type":54,"attrs":653,"content":654},{"textAlign":29},[655],{"text":656,"type":59},"331% ROI",{"type":393,"content":658},[659],{"type":54,"attrs":660,"content":661},{"textAlign":29},[662],{"text":663,"type":59},"€4.3 million net present value (NPV) ",{"type":393,"content":665},[666],{"type":54,"attrs":667,"content":668},{"textAlign":29},[669],{"text":670,"type":59},"Payback in under six months",{"type":393,"content":672},[673],{"type":54,"attrs":674,"content":675},{"textAlign":29},[676],{"text":677,"type":59},"€3.2M in disruption cost reduction",{"type":393,"content":679},[680],{"type":54,"attrs":681,"content":682},{"textAlign":29},[683],{"text":684,"type":59},"€2M in compliance improvements ",{"type":393,"content":686},[687],{"type":54,"attrs":688,"content":689},{"textAlign":29},[690],{"text":691,"type":59},"€292K in procurement efficiency gains",{"type":393,"content":693},[694,699],{"type":54,"attrs":695,"content":696},{"textAlign":29},[697],{"text":698,"type":59},"€119K from legacy tool consolidation",{"type":54,"attrs":700},{"textAlign":29},{"type":54,"attrs":702,"content":703},{"textAlign":29},[704,709],{"type":133,"attrs":705},{"id":706,"alt":136,"src":707,"title":136,"source":136,"copyright":136,"meta_data":708},168263484299748,"https://a.storyblok.com/f/297658/1491x1025/6abf75b99c/consolidated-three-year-risk-adjusted-metrics.png",{},{"type":622},{"type":92,"attrs":711,"content":712},{"level":94,"textAlign":29},[713],{"text":714,"type":59,"marks":715},"How Forrester built the financial model",[716],{"type":100},{"type":54,"attrs":718,"content":719},{"textAlign":29},[720,725,726],{"type":133,"attrs":721},{"id":722,"alt":136,"src":723,"title":136,"source":136,"copyright":136,"meta_data":724},168263812500011,"https://a.storyblok.com/f/297658/1594x614/16dc6094b7/quantified-benefit-data-as-applied-to-the-composite.png",{},{"type":622},{"text":727,"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":729,"content":730},{"textAlign":29},[731],{"text":732,"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":390,"content":734},[735,746],{"type":393,"content":736},[737],{"type":54,"attrs":738,"content":739},{"textAlign":29},[740,744],{"text":741,"type":59,"marks":742},"Risk adjustment.",[743],{"type":100},{"text":745,"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":393,"content":747},[748],{"type":54,"attrs":749,"content":750},{"textAlign":29},[751,755,757],{"text":752,"type":59,"marks":753},"Discounting.",[754],{"type":100},{"text":756,"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":622},{"type":54,"attrs":759},{"textAlign":29},{"type":92,"attrs":761,"content":762},{"level":200,"textAlign":29},[763],{"text":764,"type":59,"marks":765},"Breaking down the three headline outputs",[766],{"type":100},{"type":54,"attrs":768,"content":769},{"textAlign":29},[770],{"text":771,"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":773,"content":774},{"textAlign":29},[775,777,778],{"text":776,"type":59},"THE TOTAL ECONOMIC IMPACT™ OF PREWAVE’S HOLISTIC SUPPLIER RISK MANAGEMENT PLATFORM, FORRESTER",{"type":622},{"type":622},{"type":92,"attrs":780,"content":781},{"level":200,"textAlign":29},[782],{"text":783,"type":59,"marks":784},"331% three-year ROI",[785],{"type":100},{"type":54,"attrs":787,"content":788},{"textAlign":29},[789],{"text":790,"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":792,"content":793},{"textAlign":29},[794],{"text":795,"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":797,"content":798},{"textAlign":29},[799,801],{"text":800,"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":622},{"type":54,"attrs":803},{"textAlign":29},{"type":92,"attrs":805,"content":806},{"level":200,"textAlign":29},[807],{"text":808,"type":59,"marks":809},"€4.3M net present value",[810],{"type":100},{"type":54,"attrs":812,"content":813},{"textAlign":29},[814],{"text":815,"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":817,"content":818},{"textAlign":29},[819],{"text":820,"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":822},{"textAlign":29},{"type":92,"attrs":824,"content":825},{"level":200,"textAlign":29},[826],{"text":670,"type":59,"marks":827},[828],{"type":100},{"type":54,"attrs":830,"content":831},{"textAlign":29},[832],{"text":833,"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":835,"content":836},{"textAlign":29},[837],{"text":838,"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":840,"attrs":841,"content":843},"ordered_list",{"order":842},1,[844,851],{"type":393,"content":845},[846],{"type":54,"attrs":847,"content":848},{"textAlign":29},[849],{"text":850,"type":59},"Risk reduction benefits begin accruing in Year 1 as earlier alert detection reduces crisis response costs. ",{"type":393,"content":852},[853],{"type":54,"attrs":854,"content":855},{"textAlign":29},[856],{"text":857,"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":859,"content":860},{"textAlign":29},[861],{"text":862,"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":92,"attrs":864,"content":865},{"level":94,"textAlign":29},[866,869],{"type":622,"marks":867},[868],{"type":100},{"text":870,"type":59,"marks":871},"The four benefit categories behind the headline",[872],{"type":100},{"type":54,"attrs":874,"content":875},{"textAlign":29},[876,881,882],{"type":133,"attrs":877},{"id":878,"alt":136,"src":879,"title":136,"source":136,"copyright":136,"meta_data":880},168264635370328,"https://a.storyblok.com/f/297658/1478x896/5ec05ef090/four-benefit-categories.png",{},{"type":622},{"text":883,"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":390,"content":885},[886,896,907,918],{"type":393,"content":887},[888],{"type":54,"attrs":889,"content":890},{"textAlign":29},[891,894],{"text":677,"type":59,"marks":892},[893],{"type":100},{"text":895,"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":393,"content":897},[898],{"type":54,"attrs":899,"content":900},{"textAlign":29},[901,905],{"text":902,"type":59,"marks":903},"Nearly €2M in compliance improvements ",[904],{"type":100},{"text":906,"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":393,"content":908},[909],{"type":54,"attrs":910,"content":911},{"textAlign":29},[912,916],{"text":913,"type":59,"marks":914},"€292K in procurement efficiency gains ",[915],{"type":100},{"text":917,"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":393,"content":919},[920],{"type":54,"attrs":921,"content":922},{"textAlign":29},[923,926],{"text":698,"type":59,"marks":924},[925],{"type":100},{"text":927,"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":929,"content":930},{"textAlign":29},[931],{"text":932,"type":59},"Total quantified benefits across all four categories:",{"type":390,"content":934},[935,946,957,968],{"type":393,"content":936},[937],{"type":54,"attrs":938,"content":939},{"textAlign":29},[940,944],{"text":941,"type":59,"marks":942},"€5.6M",[943],{"type":100},{"text":945,"type":59}," in total quantified benefits (present value, three years)",{"type":393,"content":947},[948],{"type":54,"attrs":949,"content":950},{"textAlign":29},[951,955],{"text":952,"type":59,"marks":953},"€1.3M",[954],{"type":100},{"text":956,"type":59}," total cost of investment",{"type":393,"content":958},[959],{"type":54,"attrs":960,"content":961},{"textAlign":29},[962,966],{"text":963,"type":59,"marks":964},"€4.3M",[965],{"type":100},{"text":967,"type":59}," net present value",{"type":393,"content":969},[970],{"type":54,"attrs":971,"content":972},{"textAlign":29},[973,977],{"text":974,"type":59,"marks":975},"331%",[976],{"type":100},{"text":978,"type":59}," ROI",{"type":54,"attrs":980},{"textAlign":29},{"type":92,"attrs":982,"content":983},{"level":94,"textAlign":29},[984],{"text":985,"type":59,"marks":986},"Key takeaways for financial leaders",[987],{"type":100},{"type":390,"content":989},[990,997,1004,1011,1018],{"type":393,"content":991},[992],{"type":54,"attrs":993,"content":994},{"textAlign":29},[995],{"text":996,"type":59},"The TEI framework applies two deliberate adjustments, risk adjustment and discounting, that make the figures conservative by design",{"type":393,"content":998},[999],{"type":54,"attrs":1000,"content":1001},{"textAlign":29},[1002],{"text":1003,"type":59},"Each of the four benefit categories is modelled independently, risk-adjusted and discounted before being combined into the headline figures",{"type":393,"content":1005},[1006],{"type":54,"attrs":1007,"content":1008},{"textAlign":29},[1009],{"text":1010,"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":393,"content":1012},[1013],{"type":54,"attrs":1014,"content":1015},{"textAlign":29},[1016],{"text":1017,"type":59},"€4.3M NPV represents the absolute economic surplus generated over three years, expressed in today's money",{"type":393,"content":1019},[1020],{"type":54,"attrs":1021,"content":1022},{"textAlign":29},[1023],{"text":1024,"type":59},"Payback in under six months is unusually short for enterprise software, driven by Year 1 risk reduction benefits and rapid procurement efficiency gains",{"type":1026},"horizontal_rule",{"type":92,"attrs":1028,"content":1029},{"level":94,"textAlign":29},[1030],{"text":1031,"type":59,"marks":1032},"Read the full Forrester® TEI study",[1033],{"type":100},{"type":54,"attrs":1035,"content":1036},{"textAlign":29},[1037],{"text":1038,"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":1040,"content":1041},{"textAlign":29},[1042],{"text":1043,"type":59},"Get the full study and explore what proactive supplier risk management could mean for your organisation.",{"type":54,"attrs":1045,"content":1046},{"textAlign":29},[1047],{"text":1048,"type":59,"marks":1049},"Download the Forrester® TEI study",[1050,1052],{"type":64,"attrs":1051},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1054,"content":1055},{"textAlign":29},[1056],{"type":622},"Posted April 28, 2026 • 7 min read",{"_uid":1059,"title":1060,"plugin":561,"og_image":1061,"og_title":1060,"description":1062,"twitter_image":1061,"twitter_title":1060,"og_description":1063,"twitter_description":1062},"f1fbc0ea-bbcb-495f-9ae2-ed2f1e3b0864","How to calculate the ROI of supplier risk management - Download Forrester study","https://a.storyblok.com/f/297658/2750x2200/3d6c012840/forrester-blog-banner-4.jpg","Understand the financial model behind Forrester's finding of 331% ROI, €4.3M net present value and payback in under six months with Prewave.\n","Understand the financial model behind Forrester's finding of 331% ROI, €4.3M net present value and payback in under six months with Prewave.","7 min read",{"id":1066,"alt":136,"name":136,"focus":136,"title":136,"source":136,"filename":1061,"copyright":136,"fieldtype":569,"meta_data":1067,"is_external_url":11},168262818560385,{},[],[1070,1510,1822],{"name":1071,"created_at":1072,"published_at":1073,"updated_at":1074,"id":1075,"uuid":1076,"content":1077,"slug":1496,"full_slug":1497,"sort_by_date":1498,"position":1499,"tag_list":1500,"is_startpage":11,"parent_id":1501,"meta_data":29,"group_id":1502,"first_published_at":1503,"release_id":29,"lang":35,"path":29,"alternates":1504,"default_full_slug":1497,"translated_slugs":1505,"_stopResolving":43},"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,"fb91bc68-ad41-4e48-a567-5442201d1c57",{"big":11,"_uid":581,"type":1078,"pinned":11,"section":1079,"tagline":1480,"metatags":1481,"overline":1064,"component":565,"thumbnail":1485,"additional_seo":1489,"related_articles":1490,"footer_cta_text_alt":1493},[20],[1080],{"_uid":593,"title":1071,"content":1081,"subtitle":136,"component":556},[1082],{"_uid":596,"is_big":11,"content":1083,"component":555},{"type":51,"content":1084},[1085,1092,1100,1108,1113,1120,1127,1132,1189,1199,1204,1211,1216,1222,1227,1232,1237,1239,1246,1251,1253,1260,1267,1271,1277,1300,1307,1309,1316,1323,1327,1333,1338,1345,1347,1354,1361,1365,1367,1372,1377,1400,1407,1409,1416,1453,1454,1460,1464,1468,1476],{"type":54,"attrs":1086,"content":1087},{"textAlign":29},[1088],{"text":1089,"type":59,"marks":1090},"Independent Forrester® research breaks down how earlier detection and structured mitigation translate into avoided losses.",[1091],{"type":100},{"type":54,"attrs":1093,"content":1094},{"textAlign":29},[1095],{"text":610,"type":59,"marks":1096},[1097,1099],{"type":64,"attrs":1098},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1101,"content":1102},{"textAlign":29},[1103],{"type":622,"marks":1104},[1105,1107],{"type":64,"attrs":1106},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1109,"content":1110},{"textAlign":29},[1111],{"text":1112,"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":1114,"content":1115},{"textAlign":29},[1116,1118,1119],{"text":1117,"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":622},{"type":622},{"type":92,"attrs":1121,"content":1122},{"level":94,"textAlign":29},[1123],{"text":1124,"type":59,"marks":1125},"What the study found",[1126],{"type":100},{"type":54,"attrs":1128,"content":1129},{"textAlign":29},[1130],{"text":1131,"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":390,"content":1133},[1134,1145,1156,1167,1178],{"type":393,"content":1135},[1136],{"type":54,"attrs":1137,"content":1138},{"textAlign":29},[1139,1143],{"text":1140,"type":59,"marks":1141},"Risk reduction:",[1142],{"type":100},{"text":1144,"type":59}," €3.2M in risk-adjusted present value",{"type":393,"content":1146},[1147],{"type":54,"attrs":1148,"content":1149},{"textAlign":29},[1150,1154],{"text":1151,"type":59,"marks":1152},"Total study benefits: ",[1153],{"type":100},{"text":1155,"type":59},"€5.6M over three years",{"type":393,"content":1157},[1158],{"type":54,"attrs":1159,"content":1160},{"textAlign":29},[1161,1165],{"text":1162,"type":59,"marks":1163},"Overall ROI:",[1164],{"type":100},{"text":1166,"type":59}," 331%",{"type":393,"content":1168},[1169],{"type":54,"attrs":1170,"content":1171},{"textAlign":29},[1172,1176],{"text":1173,"type":59,"marks":1174},"Payback period:",[1175],{"type":100},{"text":1177,"type":59}," Under six months",{"type":393,"content":1179},[1180],{"type":54,"attrs":1181,"content":1182},{"textAlign":29},[1183,1187],{"text":1184,"type":59,"marks":1185},"Reduction in crisis costs:",[1186],{"type":100},{"text":1188,"type":59}," 85% by year 3",{"type":54,"attrs":1190,"content":1191},{"textAlign":29},[1192,1198],{"type":133,"attrs":1193},{"id":1194,"alt":136,"src":1195,"title":136,"source":136,"copyright":136,"meta_data":1196},160472783094065,"https://a.storyblok.com/f/297658/1643x1217/d16e98d0ab/forrester-reduced-supplier-risk.png",{"size":1197},"1732x1256",{"type":622},{"type":92,"attrs":1200,"content":1201},{"level":200,"textAlign":29},[1202],{"text":1203,"type":59},"Why timing is everything",{"type":54,"attrs":1205,"content":1206},{"textAlign":29},[1207],{"text":1208,"type":59,"marks":1209},"“You get information sometimes one week earlier than you otherwise would. This gives you options. It avoids a lot of expense.”",[1210],{"type":554},{"type":54,"attrs":1212,"content":1213},{"textAlign":29},[1214],{"text":1215,"type":59},"CUSTOMER QUOTE FROM THE FORRESTER® TEI STUDY",{"type":54,"attrs":1217,"content":1218},{"textAlign":29},[1219,1220],{"type":622},{"text":1221,"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":1223,"content":1224},{"textAlign":29},[1225],{"text":1226,"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":1228,"content":1229},{"textAlign":29},[1230],{"text":1231,"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":1233,"content":1234},{"textAlign":29},[1235],{"text":1236,"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":1238},{"textAlign":29},{"type":92,"attrs":1240,"content":1241},{"level":200,"textAlign":29},[1242],{"text":1243,"type":59,"marks":1244},"The year-by-year decline in crisis costs",[1245],{"type":100},{"type":54,"attrs":1247,"content":1248},{"textAlign":29},[1249],{"text":1250,"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":1252},{"textAlign":29},{"type":92,"attrs":1254,"content":1255},{"level":200,"textAlign":29},[1256],{"text":1257,"type":59,"marks":1258},"Year 1: 40% reduction by replacing reactive monitoring with structured visibility",[1259],{"type":100},{"type":54,"attrs":1261,"content":1262},{"textAlign":29},[1263],{"text":1264,"type":59,"marks":1265},"“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.”",[1266],{"type":554},{"type":54,"attrs":1268,"content":1269},{"textAlign":29},[1270],{"text":776,"type":59},{"type":54,"attrs":1272,"content":1273},{"textAlign":29},[1274,1275],{"type":622},{"text":1276,"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":390,"content":1278},[1279,1286,1293],{"type":393,"content":1280},[1281],{"type":54,"attrs":1282,"content":1283},{"textAlign":29},[1284],{"text":1285,"type":59},"Earlier identification of insolvencies, logistics disruptions, labour violations and geopolitical events",{"type":393,"content":1287},[1288],{"type":54,"attrs":1289,"content":1290},{"textAlign":29},[1291],{"text":1292,"type":59},"Structured escalation workflows instead of ad hoc crisis task forces",{"type":393,"content":1294},[1295],{"type":54,"attrs":1296,"content":1297},{"textAlign":29},[1298],{"text":1299,"type":59},"Faster decisions on alternative sourcing, inventory buffers or direct supplier engagement",{"type":54,"attrs":1301,"content":1302},{"textAlign":29},[1303],{"text":1304,"type":59,"marks":1305},"Key result: 40% reduction in crisis-related supplier costs.",[1306],{"type":100},{"type":54,"attrs":1308},{"textAlign":29},{"type":92,"attrs":1310,"content":1311},{"level":200,"textAlign":29},[1312],{"text":1313,"type":59,"marks":1314},"Year 2: 60% reduction from faster response to proactive prevention",[1315],{"type":100},{"type":54,"attrs":1317,"content":1318},{"textAlign":29},[1319],{"text":1320,"type":59,"marks":1321},"“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.”",[1322],{"type":554},{"type":54,"attrs":1324,"content":1325},{"textAlign":29},[1326],{"text":776,"type":59},{"type":54,"attrs":1328,"content":1329},{"textAlign":29},[1330,1331],{"type":622},{"text":1332,"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":1334,"content":1335},{"textAlign":29},[1336],{"text":1337,"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":1339,"content":1340},{"textAlign":29},[1341],{"text":1342,"type":59,"marks":1343},"Key result: 60% reduction in supplier crisis-related costs.",[1344],{"type":100},{"type":54,"attrs":1346},{"textAlign":29},{"type":92,"attrs":1348,"content":1349},{"level":200,"textAlign":29},[1350],{"text":1351,"type":59,"marks":1352},"Year 3: 85% reduction by extending visibility into Tier-N networks",[1353],{"type":100},{"type":54,"attrs":1355,"content":1356},{"textAlign":29},[1357],{"text":1358,"type":59,"marks":1359},"“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.”",[1360],{"type":554},{"type":54,"attrs":1362,"content":1363},{"textAlign":29},[1364],{"text":776,"type":59},{"type":54,"attrs":1366},{"textAlign":29},{"type":54,"attrs":1368,"content":1369},{"textAlign":29},[1370],{"text":1371,"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":1373,"content":1374},{"textAlign":29},[1375],{"text":1376,"type":59},"Organisations can now:",{"type":390,"content":1378},[1379,1386,1393],{"type":393,"content":1380},[1381],{"type":54,"attrs":1382,"content":1383},{"textAlign":29},[1384],{"text":1385,"type":59},"Identify shared upstream dependencies and cluster risk",{"type":393,"content":1387},[1388],{"type":54,"attrs":1389,"content":1390},{"textAlign":29},[1391],{"text":1392,"type":59},"Detect insolvency, geopolitical or regulatory risk in sub-tier suppliers before it reaches operations",{"type":393,"content":1394},[1395],{"type":54,"attrs":1396,"content":1397},{"textAlign":29},[1398],{"text":1399,"type":59},"Model financial exposure per supplier and target mitigation where it matters most",{"type":54,"attrs":1401,"content":1402},{"textAlign":29},[1403],{"text":1404,"type":59,"marks":1405},"Key result: 85% reduction in supplier crisis-related costs.",[1406],{"type":100},{"type":54,"attrs":1408},{"textAlign":29},{"type":92,"attrs":1410,"content":1411},{"level":94,"textAlign":29},[1412],{"text":1413,"type":59,"marks":1414},"Key takeaways",[1415],{"type":100},{"type":390,"content":1417},[1418,1425,1432,1439,1446],{"type":393,"content":1419},[1420],{"type":54,"attrs":1421,"content":1422},{"textAlign":29},[1423],{"text":1424,"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":393,"content":1426},[1427],{"type":54,"attrs":1428,"content":1429},{"textAlign":29},[1430],{"text":1431,"type":59},"The financial case rests on timing: earlier detection converts expensive reactive responses into lower-cost proactive ones",{"type":393,"content":1433},[1434],{"type":54,"attrs":1435,"content":1436},{"textAlign":29},[1437],{"text":1438,"type":59},"Crisis cost reductions compound year on year as monitoring, mitigation and Tier-N visibility are layered in progressively",{"type":393,"content":1440},[1441],{"type":54,"attrs":1442,"content":1443},{"textAlign":29},[1444],{"text":1445,"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":393,"content":1447},[1448],{"type":54,"attrs":1449,"content":1450},{"textAlign":29},[1451],{"text":1452,"type":59},"Payback on the full platform investment occurs in under six months, making supplier risk reduction a rapid-return line item",{"type":1026},{"type":92,"attrs":1455,"content":1456},{"level":94,"textAlign":29},[1457],{"text":1031,"type":59,"marks":1458},[1459],{"type":100},{"type":54,"attrs":1461,"content":1462},{"textAlign":29},[1463],{"text":1038,"type":59},{"type":54,"attrs":1465,"content":1466},{"textAlign":29},[1467],{"text":1043,"type":59},{"type":54,"attrs":1469,"content":1470},{"textAlign":29},[1471],{"text":1048,"type":59,"marks":1472},[1473,1475],{"type":64,"attrs":1474},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1477,"content":1478},{"textAlign":29},[1479],{"type":622},"Posted March 30, 2026 • 7 min read",{"_uid":1059,"title":1482,"plugin":561,"og_image":1483,"og_title":1482,"description":1484,"twitter_image":1483,"twitter_title":1482,"og_description":1484,"twitter_description":1484},"The four pillars of supplier risk management ROI: Forrester® TEI findings - Download now","https://a.storyblok.com/f/297658/2750x2200/aa2d7c5542/forrester-blog-banner.jpg","See how enterprise manufacturers achieve financial return across risk reduction, compliance, procurement efficiency and legacy tool consolidation.\n",{"id":1486,"alt":136,"name":136,"focus":136,"title":136,"source":136,"filename":1487,"copyright":136,"fieldtype":569,"meta_data":1488,"is_external_url":11},160472015446109,"https://a.storyblok.com/f/297658/2750x2200/c7b3fa27b1/forrester-blog-banner-3.jpg",{},[],[1491,579,1492],"dc725e5c-6462-409b-84d3-19c33c07eaec","e15b864f-2ac0-4da7-9f81-0041c1f7becf",{"type":51,"content":1494},[1495],{"type":54},"85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-","resources/blog/85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-","2020-01-01",-540,[],166864166537806,"09f411a0-da7f-4635-8f82-3533e63a3084","2026-05-20T11:21:21.720Z",[],[1506,1508],{"path":1507,"name":29,"lang":39,"published":29},"ressources/blog/85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-",{"path":1509,"name":29,"lang":42,"published":29},"ressourcen/blog/85-reduction-in-supplier-risk-costs-what-does-that-actually-mean-",{"name":1511,"created_at":1512,"published_at":1513,"updated_at":1514,"id":1515,"uuid":1492,"content":1516,"slug":1810,"full_slug":1811,"sort_by_date":1498,"position":1812,"tag_list":1813,"is_startpage":11,"parent_id":1501,"meta_data":29,"group_id":1814,"first_published_at":1815,"release_id":29,"lang":35,"path":29,"alternates":1816,"default_full_slug":1811,"translated_slugs":1817,"_stopResolving":43},"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,{"big":11,"_uid":581,"type":1517,"pinned":11,"section":1518,"tagline":1798,"metatags":1799,"overline":1064,"component":565,"thumbnail":1802,"additional_seo":1805,"related_articles":1806,"footer_cta_text_alt":1807},[20],[1519],{"_uid":593,"title":1511,"content":1520,"subtitle":136,"component":556},[1521],{"_uid":596,"is_big":11,"content":1522,"component":555},{"type":51,"content":1523},[1524,1530,1538,1546,1551,1556,1561,1570,1577,1583,1588,1595,1599,1601,1606,1611,1616,1618,1625,1632,1636,1638,1643,1648,1654,1661,1668,1672,1674,1679,1684,1689,1691,1698,1705,1709,1711,1716,1721,1726,1728,1734,1771,1772,1778,1782,1786,1794],{"type":54,"attrs":1525,"content":1526},{"textAlign":29},[1527],{"text":1089,"type":59,"marks":1528},[1529],{"type":100},{"type":54,"attrs":1531,"content":1532},{"textAlign":29},[1533],{"text":610,"type":59,"marks":1534},[1535,1537],{"type":64,"attrs":1536},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1539,"content":1540},{"textAlign":29},[1541],{"type":622,"marks":1542},[1543,1545],{"type":64,"attrs":1544},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1547,"content":1548},{"textAlign":29},[1549],{"text":1550,"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":1552,"content":1553},{"textAlign":29},[1554],{"text":1555,"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":1557,"content":1558},{"textAlign":29},[1559],{"text":1560,"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":1562,"content":1563},{"textAlign":29},[1564,1569],{"type":133,"attrs":1565},{"id":1566,"alt":136,"src":1567,"title":136,"source":136,"copyright":136,"meta_data":1568},160815768278756,"https://a.storyblok.com/f/297658/1646x948/98dc950603/forrester-three-year-benefits.png",{},{"type":622},{"type":92,"attrs":1571,"content":1572},{"level":94,"textAlign":29},[1573],{"text":1574,"type":59,"marks":1575},"The four pillars of quantified value",[1576],{"type":100},{"type":54,"attrs":1578,"content":1579},{"textAlign":29},[1580,1582],{"text":1581,"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":622},{"type":92,"attrs":1584,"content":1585},{"level":200,"textAlign":29},[1586],{"text":1587,"type":59},"1. Risk reduction",{"type":54,"attrs":1589,"content":1590},{"textAlign":29},[1591],{"text":1592,"type":59,"marks":1593},"“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.”",[1594],{"type":554},{"type":54,"attrs":1596,"content":1597},{"textAlign":29},[1598],{"text":1215,"type":59},{"type":54,"attrs":1600},{"textAlign":29},{"type":54,"attrs":1602,"content":1603},{"textAlign":29},[1604],{"text":1605,"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":1607,"content":1608},{"textAlign":29},[1609],{"text":1610,"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":1612,"content":1613},{"textAlign":29},[1614],{"text":1615,"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":1617},{"textAlign":29},{"type":92,"attrs":1619,"content":1620},{"level":200,"textAlign":29},[1621],{"text":1622,"type":59,"marks":1623},"2. Compliance",[1624],{"type":100},{"type":54,"attrs":1626,"content":1627},{"textAlign":29},[1628],{"text":1629,"type":59,"marks":1630},"“We potentially avoided €8 million in LkSG fines because of BAFA compliance.”",[1631],{"type":554},{"type":54,"attrs":1633,"content":1634},{"textAlign":29},[1635],{"text":1215,"type":59},{"type":54,"attrs":1637},{"textAlign":29},{"type":54,"attrs":1639,"content":1640},{"textAlign":29},[1641],{"text":1642,"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":1644,"content":1645},{"textAlign":29},[1646],{"text":1647,"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":1649,"content":1650},{"textAlign":29},[1651,1653],{"text":1652,"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":622},{"type":92,"attrs":1655,"content":1656},{"level":200,"textAlign":29},[1657],{"text":1658,"type":59,"marks":1659},"3. Efficiency",[1660],{"type":100},{"type":54,"attrs":1662,"content":1663},{"textAlign":29},[1664],{"text":1665,"type":59,"marks":1666},"“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.”",[1667],{"type":554},{"type":54,"attrs":1669,"content":1670},{"textAlign":29},[1671],{"text":1215,"type":59},{"type":54,"attrs":1673},{"textAlign":29},{"type":54,"attrs":1675,"content":1676},{"textAlign":29},[1677],{"text":1678,"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":1680,"content":1681},{"textAlign":29},[1682],{"text":1683,"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":1685,"content":1686},{"textAlign":29},[1687],{"text":1688,"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":1690},{"textAlign":29},{"type":92,"attrs":1692,"content":1693},{"level":200,"textAlign":29},[1694],{"text":1695,"type":59,"marks":1696},"4. Legacy cost consolidation",[1697],{"type":100},{"type":54,"attrs":1699,"content":1700},{"textAlign":29},[1701],{"text":1702,"type":59,"marks":1703},"“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.”",[1704],{"type":554},{"type":54,"attrs":1706,"content":1707},{"textAlign":29},[1708],{"text":1215,"type":59},{"type":54,"attrs":1710},{"textAlign":29},{"type":54,"attrs":1712,"content":1713},{"textAlign":29},[1714],{"text":1715,"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":1717,"content":1718},{"textAlign":29},[1719],{"text":1720,"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":1722,"content":1723},{"textAlign":29},[1724],{"text":1725,"type":59},"Financial impactThe study identifies €119K in risk-adjusted present value from legacy tool decommissioning across three years.",{"type":54,"attrs":1727},{"textAlign":29},{"type":92,"attrs":1729,"content":1730},{"level":94,"textAlign":29},[1731],{"text":985,"type":59,"marks":1732},[1733],{"type":100},{"type":390,"content":1735},[1736,1743,1750,1757,1764],{"type":393,"content":1737},[1738],{"type":54,"attrs":1739,"content":1740},{"textAlign":29},[1741],{"text":1742,"type":59},"Supplier risk management delivers quantifiable financial return across four distinct areas: risk reduction, compliance, procurement efficiency and legacy tool consolidation.",{"type":393,"content":1744},[1745],{"type":54,"attrs":1746,"content":1747},{"textAlign":29},[1748],{"text":1749,"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":393,"content":1751},[1752],{"type":54,"attrs":1753,"content":1754},{"textAlign":29},[1755],{"text":1756,"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":393,"content":1758},[1759],{"type":54,"attrs":1760,"content":1761},{"textAlign":29},[1762],{"text":1763,"type":59},"Procurement efficiency gains are realised quickly: a 95% reduction in supplier background check effort from Year 1.",{"type":393,"content":1765},[1766],{"type":54,"attrs":1767,"content":1768},{"textAlign":29},[1769],{"text":1770,"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":1026},{"type":92,"attrs":1773,"content":1774},{"level":94,"textAlign":29},[1775],{"text":1031,"type":59,"marks":1776},[1777],{"type":100},{"type":54,"attrs":1779,"content":1780},{"textAlign":29},[1781],{"text":1038,"type":59},{"type":54,"attrs":1783,"content":1784},{"textAlign":29},[1785],{"text":1043,"type":59},{"type":54,"attrs":1787,"content":1788},{"textAlign":29},[1789],{"text":1048,"type":59,"marks":1790},[1791,1793],{"type":64,"attrs":1792},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1795,"content":1796},{"textAlign":29},[1797],{"type":622},"Posted March 31, 2026 • 7 min read",{"_uid":1059,"title":1800,"plugin":561,"og_image":1487,"og_title":1800,"description":1801,"twitter_image":1487,"twitter_title":1800,"og_description":1801,"twitter_description":1801},"How Prewave reduces supplier risk costs by 85% - Download Forrester study","An independent Forrester® Total Economic Impact™ study found that Prewave customers reduced supplier risk–related costs by 85% over three years.",{"id":1803,"alt":136,"name":136,"focus":136,"title":136,"source":136,"filename":1483,"copyright":136,"fieldtype":569,"meta_data":1804,"is_external_url":11},160816596576153,{},[],[1491,1076,579],{"type":51,"content":1808},[1809],{"type":54},"331-roi-the-four-ways-supplier-risk-management-pays-for-itself","resources/blog/331-roi-the-four-ways-supplier-risk-management-pays-for-itself",-520,[],"1109468a-cf90-4190-b7ff-32ead2c10f49","2026-05-20T11:21:22.028Z",[],[1818,1820],{"path":1819,"name":29,"lang":39,"published":29},"ressources/blog/331-roi-the-four-ways-supplier-risk-management-pays-for-itself",{"path":1821,"name":29,"lang":42,"published":29},"ressourcen/blog/331-roi-the-four-ways-supplier-risk-management-pays-for-itself",{"name":1823,"created_at":1824,"published_at":1825,"updated_at":1826,"id":1827,"uuid":1491,"content":1828,"slug":2156,"full_slug":2157,"sort_by_date":2158,"position":2159,"tag_list":2160,"is_startpage":11,"parent_id":2161,"meta_data":29,"group_id":2162,"first_published_at":2163,"release_id":29,"lang":35,"path":29,"alternates":2164,"default_full_slug":2157,"translated_slugs":2165,"_stopResolving":43},"Forrester TEI Study: What is the ROI of Prewave’s Holistic Supplier Risk Management?","2026-05-06T07:34:11.668Z","2026-05-26T15:07:05.087Z","2026-05-26T15:07:05.106Z",173519878887330,{"big":11,"_uid":581,"type":1829,"pinned":11,"section":1831,"tagline":2142,"metatags":2143,"overline":2147,"component":565,"thumbnail":2148,"additional_seo":2151,"related_articles":2152,"footer_cta_text_alt":2153},[1830],"caaa14d6-ad7d-4571-8cac-c12f74cbf6f8",[1832],{"_uid":593,"title":1823,"content":1833,"subtitle":136,"component":556},[1834],{"_uid":596,"is_big":11,"content":1835,"component":555},{"type":51,"content":1836},[1837,1844,1852,1860,1865,1870,1877,1884,1940,1950,1960,1966,1971,1976,1978,1985,1994,2000,2005,2010,2046,2054,2062,2069,2073,2079,2110,2115,2116,2122,2126,2130,2138],{"type":54,"attrs":1838,"content":1839},{"textAlign":29},[1840],{"text":1841,"type":59,"marks":1842},"An independent Forrester® study shows 331% ROI, €5.6M in quantified benefits, and payback in under six months with Prewave.",[1843],{"type":100},{"type":54,"attrs":1845,"content":1846},{"textAlign":29},[1847],{"text":610,"type":59,"marks":1848},[1849,1851],{"type":64,"attrs":1850},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1853,"content":1854},{"textAlign":29},[1855],{"type":622,"marks":1856},[1857,1859],{"type":64,"attrs":1858},{"href":614,"uuid":615,"anchor":29,"target":539,"linktype":616},{"type":100},{"type":54,"attrs":1861,"content":1862},{"textAlign":29},[1863],{"text":1864,"type":59},"Supplier risk management is widely recognised as critical to operational continuity. Disruptions, regulatory penalties, expedited freight, and emergency sourcing all carry measurable costs. But proving how proactive risk visibility translates into avoided losses and margin protection can be difficult without a structured financial model.",{"type":54,"attrs":1866,"content":1867},{"textAlign":29},[1868],{"text":1869,"type":59},"Recently, Forrester conducted an independent Total Economic Impact™ (TEI) study of Prewave’s holistic supplier risk management platform. 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":1871,"content":1872},{"textAlign":29},[1873,1875,1876],{"text":1874,"type":59},"The result is a CFO-ready analysis of ROI across risk reduction, compliance, and efficiency.",{"type":622},{"type":622},{"type":92,"attrs":1878,"content":1879},{"level":94,"textAlign":29},[1880],{"text":1881,"type":59,"marks":1882},"Key stats at a glance",[1883],{"type":100},{"type":390,"content":1885},[1886,1893,1900,1906,1912,1919,1926,1933],{"type":393,"content":1887},[1888],{"type":54,"attrs":1889,"content":1890},{"textAlign":29},[1891],{"text":1892,"type":59},"331% ROI over three years",{"type":393,"content":1894},[1895],{"type":54,"attrs":1896,"content":1897},{"textAlign":29},[1898],{"text":1899,"type":59},"€5.6M total quantified benefits (PV)",{"type":393,"content":1901},[1902],{"type":54,"attrs":1903,"content":1904},{"textAlign":29},[1905],{"text":808,"type":59},{"type":393,"content":1907},[1908],{"type":54,"attrs":1909,"content":1910},{"textAlign":29},[1911],{"text":670,"type":59},{"type":393,"content":1913},[1914],{"type":54,"attrs":1915,"content":1916},{"textAlign":29},[1917],{"text":1918,"type":59},"85% reduction in supplier crisis–related costs by year three",{"type":393,"content":1920},[1921],{"type":54,"attrs":1922,"content":1923},{"textAlign":29},[1924],{"text":1925,"type":59},"Up to 97.5% reduction in supplier background check effort",{"type":393,"content":1927},[1928],{"type":54,"attrs":1929,"content":1930},{"textAlign":29},[1931],{"text":1932,"type":59},"€292K in procurement efficiency gains within three years",{"type":393,"content":1934},[1935],{"type":54,"attrs":1936,"content":1937},{"textAlign":29},[1938],{"text":1939,"type":59},"€119K in legacy tool cost savings within three years",{"type":92,"attrs":1941,"content":1942},{"level":94,"textAlign":29},[1943,1946],{"type":622,"marks":1944},[1945],{"type":100},{"text":1947,"type":59,"marks":1948},"The business risks organisations are facing",[1949],{"type":100},{"type":54,"attrs":1951,"content":1952},{"textAlign":29},[1953,1957,1958,1959],{"text":1954,"type":59,"marks":1955},"“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.”",[1956],{"type":554},{"type":622},{"type":622},{"text":1215,"type":59},{"type":54,"attrs":1961,"content":1962},{"textAlign":29},[1963,1964],{"type":622},{"text":1965,"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":1967,"content":1968},{"textAlign":29},[1969],{"text":1970,"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":1972,"content":1973},{"textAlign":29},[1974],{"text":1975,"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":1977},{"textAlign":29},{"type":92,"attrs":1979,"content":1980},{"level":94,"textAlign":29},[1981],{"text":1982,"type":59,"marks":1983},"How the study models year-by-year value",[1984],{"type":100},{"type":54,"attrs":1986,"content":1987},{"textAlign":29},[1988,1991,1992,1993],{"text":1592,"type":59,"marks":1989},[1990],{"type":554},{"type":622},{"type":622},{"text":1215,"type":59},{"type":54,"attrs":1995,"content":1996},{"textAlign":29},[1997,1998],{"type":622},{"text":1999,"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":2001,"content":2002},{"textAlign":29},[2003],{"text":2004,"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":2006,"content":2007},{"textAlign":29},[2008],{"text":2009,"type":59},"The transformation unfolds in phases:",{"type":390,"content":2011},[2012,2024,2035],{"type":393,"content":2013},[2014],{"type":54,"attrs":2015,"content":2016},{"textAlign":29},[2017,2021,2022],{"text":2018,"type":59,"marks":2019},"Year 1: Establishing visibility. ",[2020],{"type":100},{"type":622},{"text":2023,"type":59},"Real-time monitoring and prioritised alerts replace fragmented manual processes, delivering early disruption cost reduction.",{"type":393,"content":2025},[2026],{"type":54,"attrs":2027,"content":2028},{"textAlign":29},[2029,2033],{"text":2030,"type":59,"marks":2031},"Year 2: Strengthening oversight. ",[2032],{"type":100},{"text":2034,"type":59},"Structured ESG and compliance workflows reduce manual workload and improve transparency.",{"type":393,"content":2036},[2037],{"type":54,"attrs":2038,"content":2039},{"textAlign":29},[2040,2044],{"text":2041,"type":59,"marks":2042},"Year 3: Expanding into Tier-N networks. ",[2043],{"type":100},{"text":2045,"type":59},"Deeper visibility into sub-tier suppliers significantly lowers supplier-related risk exposure.",{"type":54,"attrs":2047,"content":2048},{"textAlign":29},[2049],{"type":133,"attrs":2050},{"id":2051,"alt":136,"src":2052,"title":136,"source":136,"copyright":136,"meta_data":2053},146668502780147,"https://a.storyblok.com/f/297658/1669x914/09984aa29e/forrester-financial-summary.png",{},{"type":92,"attrs":2055,"content":2056},{"level":94,"textAlign":29},[2057,2058],{"type":622},{"text":2059,"type":59,"marks":2060},"Four ways supplier risk management delivers measurable return",[2061],{"type":100},{"type":54,"attrs":2063,"content":2064},{"textAlign":29},[2065],{"text":2066,"type":59,"marks":2067},"“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.”",[2068],{"type":554},{"type":54,"attrs":2070,"content":2071},{"textAlign":29},[2072],{"text":776,"type":59},{"type":54,"attrs":2074,"content":2075},{"textAlign":29},[2076,2077],{"type":622},{"text":2078,"type":59},"The study identifies four primary drivers of economic value:",{"type":840,"attrs":2080,"content":2081},{"order":842},[2082,2089,2096,2103],{"type":393,"content":2083},[2084],{"type":54,"attrs":2085,"content":2086},{"textAlign":29},[2087],{"text":2088,"type":59},"Reduced disruption impact through earlier detection and prioritised response",{"type":393,"content":2090},[2091],{"type":54,"attrs":2092,"content":2093},{"textAlign":29},[2094],{"text":2095,"type":59},"Stronger regulatory compliance with lower manual workload and penalty exposure",{"type":393,"content":2097},[2098],{"type":54,"attrs":2099,"content":2100},{"textAlign":29},[2101],{"text":2102,"type":59},"Improved procurement productivity via automated supplier screening and risk assessment",{"type":393,"content":2104},[2105],{"type":54,"attrs":2106,"content":2107},{"textAlign":29},[2108],{"text":2109,"type":59},"Lower technology costs by consolidating fragmented risk and compliance tools",{"type":54,"attrs":2111,"content":2112},{"textAlign":29},[2113],{"text":2114,"type":59},"Each of these contributes to a structured, risk-adjusted financial model that demonstrates measurable impact over 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