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Building a resilient supply chain in manufacturing

Joost van Beijsterveld
Joost van Beijsterveld
November 1, 2023
0 min read
Building a resilient supply chain in manufacturing


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In the swiftly evolving world of manufacturing, the management of third-party risk has taken on heightened importance as firms depend on an extensive network of suppliers, vendors, and partners to deliver their goods. The intricate and interlinked supply chains of the manufacturing sector expose businesses to a broad spectrum of risks that can considerably impact operations, reputation, and financial solidity. In this blog article, we'll explore the distinctive third-party risks within the manufacturing sector and provide guidelines for establishing a robust supply chain that can endure disruptions and preserve a competitive advantage.

Third-party risks in manufacturing

The manufacturing sector confronts several unique third-party risks that can profoundly affect operations, financial outcomes, and brand standing. By recognising and proactively managing these risks, manufacturers can develop more robust supply chains and ensure sustained commercial triumph. Some of the most salient third-party risks particular to the manufacturing sector include:

  • Supply chain disruptions and material scarcities: Manufacturing firms often procure raw materials and components from numerous suppliers, rendering them susceptible to supply chain interruptions. These can stem from a variety of factors, such as geopolitical tensions, trade disagreements, labour strikes, or natural calamities. Material scarcities can lead to production hold-ups, escalated costs, and dissatisfied clients.
  • Quality control and product liability risks: The calibre of products is intimately linked to the reputation and financial prosperity of manufacturing companies. Inferior quality control at any point in the supply chain can result in product flaws, recalls, and legal liabilities, tarnishing the firm's brand image and profitability.
  • Intellectual property and trade secret theft: Manufacturing firms invest substantially in research and development to remain competitive. However, collaboration with third parties can risk exposure of sensitive details and intellectual property to theft or unauthorised use, undermining a firm's competitive edge.
  • Outsourcing and offshoring risks: Outsourcing and offshoring manufacturing processes can aid companies in cutting costs and accessing new markets. Nevertheless, these practices can also heighten exposure to geopolitical risks, labour issues, and regulatory challenges, impacting the stability of the supply chain.
  • Environmental, social, and governance (ESG) risks: Stakeholders and consumers are progressively insisting that companies give precedence to ESG factors in their operations. Manufacturers must navigate risks related to the environmental and social repercussions of their third-party interactions, as well as ensure adherence to governance standards, to maintain a favourable brand image and meet investor expectations.

Best practices for third-party risk management in manufacturing

Managing third-party risks in the manufacturing industry effectively necessitates a strategic approach and the adoption of best practices. By embracing these practices, manufacturers can reinforce their supply chain resilience and diminish the potential influence of third-party risks on their operations. Key practices to consider when addressing third-party risk management in manufacturing include:

  1. Tailored risk management framework: Establishing a comprehensive third-party risk management framework tailored to the manufacturing industry is vital. This framework should encompass risk identification, assessment, mitigation, and monitoring processes to ensure that potential risks are proactively addressed.
  2. Comprehensive supplier due diligence: Execute thorough due diligence on all suppliers, vendors, and partners, assessing their financial robustness, operational capabilities, and compliance with pertinent regulations. This detailed assessment assists manufacturers in pinpointing potential risks and making informed decisions about their third-party associations.
  3. Robust quality control and traceability measures: Introduce stringent quality control procedures and traceability systems to oversee the quality of raw materials and components across the supply chain. This practice helps reduce the risk of product defects, recalls, and legal liabilities.
  4. Supplier collaboration: Cultivate strong relationships with suppliers to enhance risk visibility and mitigation efforts. Exchanging information and collaborating on risk management strategies can lead to more robust supply chains and assist both parties in manoeuvring through potential disruptions.
  5. Innovation culture: Promote an innovation culture to confront supply chain disruptions and material scarcities. By investigating alternative materials, production methods, and suppliers, manufacturers can lessen their dependence on single sources and create a more adaptable supply chain.
  6. ESG considerations: Integrate environmental, social, and governance (ESG) factors into your third-party risk management processes. This approach ensures that your company's supply chain practices are in line with stakeholder expectations and contribute to a sustainable, responsible manufacturing industry.

Benefits of Effective Third-Party Risk Management in Manufacturing

Implementing a comprehensive third-party risk management strategy in the manufacturing industry can yield numerous benefits for companies. From reducing operational disruptions to enhancing overall product quality, a proactive approach to risk management can drive long-term success and resilience. Here are some of the key benefits that manufacturers can realize through effective third-party risk management:

  • Reduced supply chain disruptions: Proactively managing third-party risks helps manufacturers minimize disruptions in their supply chains, ensuring smoother operations and more reliable delivery schedules.
  • Enhanced product quality: Implementing robust quality control measures and monitoring the performance of suppliers can lead to improved product quality and a reduction in product recalls and defects.
  • Improved regulatory compliance: A comprehensive third-party risk management strategy ensures that manufacturers remain compliant with industry-specific regulations, reducing the likelihood of fines, penalties, and legal liabilities.
  • Strengthened competitive advantage: Manufacturers with resilient supply chains are better equipped to adapt to changes in the market and withstand unexpected disruptions, ultimately leading to a stronger competitive position in the industry.
  • Financial performance: By managing third-party risks, manufacturers can avoid costly setbacks and streamline their operations, which can lead to better financial performance and increased shareholder value.
  • Brand reputation: Consistently delivering high-quality products on time and maintaining regulatory compliance help to build and preserve a positive brand reputation, which is invaluable in attracting and retaining customers.
  • Strategic partnerships: Effective risk management can strengthen the trust between manufacturers and their third parties, leading to more strategic and collaborative partnerships.
  • Innovation and growth: With a solid risk management foundation, manufacturers can more confidently pursue innovative projects and expansion opportunities, knowing that their risk exposure is controlled.


The manufacturing industry's reliance on complex and interconnected supply chains makes effective third-party risk management more critical than ever. The business case is clear. By implementing best practices and leveraging fit-for-purpose cloud technology, manufacturers can build resilient supply chains capable of withstanding disruptions and maintaining a competitive edge. As the industry evolves, a proactive approach to third-party risk management will be essential to ensuring long-term success and stability in an increasingly competitive global marketplace. The ability to anticipate and navigate the multifaceted risks of today's manufacturing landscape is not just a strategic imperative—it's a distinguishing factor that sets industry leaders apart.

Joost van Beijsterveld
Customer Success Manager

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Joost van Beijsterveld