The building blocks of any compliance program lay the foundations for a best practices compliance program. For instance, in the lifecycle management of third-parties, most compliance practitioners understand the need for a business justification, questionnaire, due diligence, evaluation and compliance terms and conditions in contracts. However, as many companies mature in their compliance programs, the issue of third-party management becomes more important. It is also the one where the rubber meets the road of operationalizing See more +

The building blocks of any compliance program lay the foundations for a best practices compliance program. For instance, in the lifecycle management of third-parties, most compliance practitioners understand the need for a business justification, questionnaire, due diligence, evaluation and compliance terms and conditions in contracts. However, as many companies mature in their compliance programs, the issue of third-party management becomes more important. It is also the one where the rubber meets the road of operationalizing compliance.

The key is to have a strategic approach to how you structure and manage your third-party relationships during the full lifecycle of the contract. This may mean more closely partnering with your third-parties to help manage the anti-corruption compliance risk. It would certainly lead towards enabling your company to manage the bribery and corruption risk while optimizing the performance of your third-parties.

Three key takeaways:

Have a strategic approach to third-party risk management.

Keep track of the financial stability of your third-parties.

Rank third-parties based upon a variety of factors including compliance and business performance, length of relationship, benchmarking metrics and KPIs. See less -