{"id":4078,"date":"2025-12-03T10:44:04","date_gmt":"2025-12-03T10:44:04","guid":{"rendered":"https:\/\/prosecure.com.tr\/third-party-risk-management\/"},"modified":"2026-09-05T18:13:52","modified_gmt":"2026-09-05T18:13:52","slug":"third-party-risk-management","status":"publish","type":"page","link":"https:\/\/prosecure.com.tr\/en\/third-party-risk-management\/","title":{"rendered":"Third-Party Risk Management"},"content":{"rendered":"\t\t
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\"Third-party<\/div>\n
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\n Corporate Investigation & Risk Advisory
Third-Party Risk Management<\/span>\n

Third-Party Risk Management Services<\/h1>\n

We verify the risks attached to your business partners, suppliers, distributors and investment targets \u2014 identity, reputation, compliance and beneficial ownership \u2014 on the evidence, before you decide.<\/p>\n

\n Request a Preliminary Assessment \u2192<\/span><\/a>\n First, measure your own organization's risk score \u2193<\/span><\/a>\n <\/div>\n

The initial consultation is held in confidence.<\/span><\/p>\n

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30+ years<\/b>Investigation and risk experience gained in the public sector, international organizations and private industry.<\/span><\/div>\n
FBI National Academy<\/b>A systematic approach to investigation and evidence development, grounded in the 205th Session.<\/span><\/div>\n
Intelligence & Organized Crime<\/b>Public-sector experience in financial crime, aggravated fraud and complex investigations.<\/span><\/div>\n
Multi-source OSINT<\/b>Defensible research that combines open sources, official records and field verification.<\/span><\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\t\t\t\t<\/div>\n\t\t\t\t
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\n Use cases<\/span>\n

When do you need third-party due diligence?<\/h2>\n

The right question asked before a business relationship begins prevents most of the financial, legal and reputational risk that would otherwise surface later. In the situations below, an independent review before the decision puts that decision on verifiable ground.<\/p>\n <\/div>\n

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Selecting a new supplier or partner<\/h3>

Before a long-term relationship, a contract or a payment commitment, the other party's identity, history and reputation should be verified.<\/p><\/div>\n

Distributor and dealer assessment<\/h3>

The compliance history, financial strength and beneficial owners of a party that will represent your brand should be clear before you decide.<\/p><\/div>\n

Mergers and acquisitions (M&A)<\/h3>

The target company's ownership structure, undisclosed connections and unreported risks should be examined as part of due diligence.<\/p><\/div>\n \n \n \n

Other 3 situations<\/summary>

EU supply chain compliance<\/h3>

Regulations such as the CSDDD and Germany's LkSG require \u2014 or will require \u2014 due diligence along the chain, including your supplier's supplier.<\/p><\/div>

High-risk country or sector<\/h3>

Geographies and sectors with elevated sanctions, corruption or money laundering exposure call for an additional layer of verification.<\/p><\/div>

Tenders and major procurement<\/h3>

In high-value purchases, bidders should be examined for conflicts of interest, shell structures and concealed ownership.<\/p><\/div><\/details><\/div>\n

If you are facing one of these situations: let us discuss your situation in confidence \u2192<\/span><\/a><\/p>\n <\/div>\n<\/section>\t\t\t\t<\/div>\n\t\t\t\t

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\n Regulation and liability<\/span>\n

Your supplier's risk is now your risk<\/h2>\n

The EU Corporate Sustainability Due Diligence Directive (CSDDD) places a due diligence obligation on large companies across their supply chains; for companies in scope, the price of neglect can reach an administrative fine of up to 3% of net worldwide turnover. Even if you are not directly in scope, buyers who are pass these requirements down to their suppliers through contract \u2014 and a single weak link in the chain puts the entire commercial relationship at risk.<\/p>\n <\/div>\n

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30%<\/p>

30% of breaches involved a third party \u2014 a share that doubled in a single year.<\/p><\/div>\n

$4.91M<\/p>

The average cost of a supply chain\u2013related data breach; at 267 days (to detect and contain), the longest-running breach type.<\/p><\/div>\n

83%<\/p>

Organizations identify a significant share of third-party risks only after due diligence has been completed.<\/p><\/div>\n

2029<\/p>

EU supply chain due diligence obligations (CSDDD) apply from 2029; the duty is passed down along the chain.<\/p><\/div>\n <\/div>\n

Sources: Verizon, 2025 Data Breach Investigations Report \u00b7 IBM & Ponemon Institute, Cost of a Data Breach 2025 \u00b7 Ponemon Institute & RiskRecon, 2022 \u00b7 Gartner, 2019 \u00b7 EU Corporate Sustainability Due Diligence Directive (2024\/1760), as amended by (EU) 2025\/794 and (EU) 2026\/470 (Omnibus I).<\/p>\n <\/div>\n

\n Prosecure Fraud Risk Simulator<\/span><\/span>\n

While you are checking your business partner, measure your own fraud risk too<\/h2>\n

ACFE fraud triangle:<\/b> Pressure \u00b7 Opportunity \u00b7 Rationalization \u2014 plus Process\/Records \u00b7 Conflict of interest \u00b7 Compliance & Governance; a 0\u2013100 score across six areas.<\/p>\n

The first step in managing third-party risk is seeing how exposed your own organization is to it. A 21-question preliminary assessment makes the critical indicators in conflicts of interest and procurement processes visible.<\/p>\n

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21 questions<\/p>

Structured assessment<\/p><\/div>\n

~5 minutes<\/p>

Quick preliminary assessment<\/p><\/div>\n

Preliminary risk analysis<\/p>

Starting point for expert work<\/p><\/div>\n <\/div>\n

Measure Your Organization's Risk \u2192<\/span><\/a><\/p>\n

\u2713<\/i>ACFE-aligned \u00b7 ~5 minutes \u00b7 downloadable PDF report<\/span><\/p>\n

The simulator does not replace an investigation; it helps identify risk areas that may require expert examination.<\/p>\n <\/div>\n <\/div>\n

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The greatest danger is discovering the risk after the relationship has begun.<\/h3><\/summary>

A connection that emerges after the contract is signed costs more than one thing: unrecoverable payments and financial loss<\/b>; legal liability<\/b> arising under supply chain legislation; reputational damage<\/b> from the brand being associated with the wrong party; and a cost in time<\/b> that grows for as long as the relationship lasts.<\/p>

Most organizations do not see that connection in time; only one in three holds a complete inventory of the parties it is exposed to. The later the risk is seen, the more it costs: exit becomes harder once it is bound by contract, and records and connections grow untraceable with time. That is why the first step is not a large audit; it is a short, confidential assessment before the decision.<\/p><\/details>\n \n \n

Start an independent investigation before you decide \u2192<\/span><\/a><\/p>\n <\/div>\n <\/div>\n<\/section>\t\t\t\t<\/div>\n\t\t\t\t

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\n Scope<\/span>\n

What do we examine in a third-party investigation?<\/h2>\n

Every engagement is planned according to the nature of the relationship and its risk level. Using open sources, official records and field verification together, we compare what has been declared with what is actually the case, on the evidence.<\/p>\n <\/div>\n

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Identity and corporate structure verification<\/h3>

Trade registry records, shareholding structure, management and operating status; whether the company genuinely exists and matches its own declarations.<\/p><\/div>\n

Reputation and adverse media screening<\/h3>

Press archives, news and open sources for adverse records, litigation and reputational indicators concerning the party.<\/p><\/div>\n

Compliance and regulatory checks<\/h3>

Assessment of international compliance risk through sanctions lists, PEP records and watchlist screening.<\/p><\/div>\n \n \n \n

Other 3 areas we examine<\/summary>

Fraud and conflict of interest indicators<\/h3>

Signs of hidden partnership, shell structures, steered procurement and conflicts of interest.<\/p><\/div>

Ultimate beneficial owner (UBO) analysis<\/h3>

Identifying the beneficial owners behind apparent ownership, together with connected persons and concealment structures.<\/p><\/div>

Consolidated risk score<\/h3>

All findings brought together in a single, readable risk framework across identity, reputation, compliance and financial dimensions.<\/p><\/div><\/details><\/div>\n

The scope follows the risk level of the relationship: let us define the right scope for you together \u2192<\/span><\/a><\/p>\n <\/div>\n<\/section>\t\t\t\t<\/div>\n\t\t\t\t

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\n Investigative approach<\/span>\n

How we conduct the investigation<\/h2>\n

The aim is not to clear a party or to condemn one; it is to give the decision-maker a reliable, verifiable and defensible basis. Every step has a concrete output.<\/p>\n <\/div>\n

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01<\/span>

Scope and profiling<\/h3><\/summary>

The nature of the relationship, its risk level and priorities are established; the party to be examined and its connections are defined.<\/p>

Output<\/em>Investigation plan<\/p><\/details>\n

02<\/span>

Sources and OSINT<\/h3><\/summary>

Official records, commercial databases and publicly available sources are screened and compiled systematically.<\/p>

Output<\/em>Source matrix<\/p><\/details>\n

03<\/span>

Compliance and regulatory screening<\/h3><\/summary>

Sanctions, PEP, watchlist and adverse media records are screened; compliance risk is assessed.<\/p>

Output<\/em>Compliance findings set<\/p><\/details>\n

04<\/span>

Verification and field checks<\/h3><\/summary>

Critical findings are confirmed against cross-sources and, where needed, through field verification.<\/p>

Output<\/em>Verification notes<\/p><\/details>\n

05<\/span>

Reporting and risk score<\/h3><\/summary>

Findings, red flags and recommendations are presented to the decision-maker in a single readable and defensible report.<\/p>

Output<\/em>Risk report and score<\/p><\/details>\n <\/div>\n <\/div>\n<\/section>\t\t\t\t<\/div>\n\t\t\t\t

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\n Risk signals \u2014 red flags<\/span>\n

Which red flags do we watch for in a business partner?<\/h2>\n

A single signal does not amount to wrongdoing on its own; but when several appear together, the investigation needs to go deeper. Our report makes these signals visible, with the reasoning behind them.<\/p>\n <\/div>\n

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<\/span>Concealed beneficial owner<\/h3>

Ownership masked by shell companies or complex chains; the real decision-maker nowhere in view.<\/p><\/div>\n

<\/span>Sanctions or PEP connection<\/h3>

The party or connected persons linked to sanctions lists, PEP records or high-risk jurisdictions.<\/p><\/div>\n

<\/span>Identity and address inconsistency<\/h3>

Declared address, contact or activity details that do not match official records; a company that exists only on paper.<\/p><\/div>\n \n \n \n

Other 3 red flags<\/summary>

<\/span>Adverse media and litigation history<\/h3>

Press and court records of fraud, compliance breaches or reputationally damaging events.<\/p><\/div>

<\/span>Signs of conflict of interest<\/h3>

Possible hidden partnership, family ties or steered procurement between an employee and the party.<\/p><\/div>

<\/span>Unrealistic promises or pricing<\/h3>

Prices, guarantees or performance commitments that market conditions cannot explain; references that cannot be verified.<\/p><\/div><\/details><\/div>\n

If one of these signals sounds familiar: let us start an independent investigation before you decide \u2192<\/span><\/a><\/p>\n <\/div>\n<\/section>\t\t\t\t<\/div>\n\t\t\t\t

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\n Decision support<\/span>\n

What do we deliver at the end of the investigation?<\/h2>\n

The scope of the report depends on the nature of the relationship; in every case the aim is for management to see clearly who it will be working with, what the risk is and which steps are available.<\/p>\n

Request a Preliminary Assessment \u2192<\/span><\/a><\/p>\n

The initial consultation is confidential and without obligation. If the findings will go to litigation or arbitration: Litigation Support<\/a><\/p>\n <\/div>\n

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