The supplier risk management platform for procurement and supply chain leaders.

Gartner puts the total combined annual cost of an organisation’s response to risk and disruption at up to 18% of revenue, spread across safety stock, expedited freight, spot buys, task forces and penalties. Most of that cost is already being paid and sits in nobody’s budget, which is why it rarely appears in a business case. Prewave brings it into one view, measured against your own risk appetite.

Fewer unplanned production stops, less expedited freight, lower safety stock for the same coverage, reduced manual screening effort and consolidated tooling. Forrester measured 331% three-year ROI and €4.3M net present value for a composite €20B manufacturer with 20,000 suppliers, with payback inside six months and €5.6M in quantified benefits over three years.

Six criteria separate platforms in practice. Coverage depth: does visibility stop at tier 1 or extend to the sub-tiers where most exposure sits. Impact data: is business impact modelled from industry averages or calculated from BOMs, stock and spend. Traceability: can every figure be retraced to the signal and the part behind it. Prioritisation: are events ranked by severity in the world or by what they cost you. Decision control: does the platform advise or act without you. Consolidation: one platform across resilience and regulatory obligations, or separate tools with separate contracts.

Resilience is measured by exposure and recovery rather than by incident count: how much revenue depends on single points of failure, how long recovery would take per commodity, and how much protection you hold relative to your risk appetite. Prewave ranks structural exposure by commodity and by weeks of impact, and measures resilience spending as Return on Resilience, the risk removed per euro invested.

It turns risk from a reactive cost into an input to sourcing decisions: which categories need a second source, where to qualify suppliers before a disruption forces it, and which savings are worth their exposure. Strategic supplier risk management works only when leadership and the risk and sourcing managers executing the strategy read the same numbers, which is the gap most organisations still have.