Fully Managed TPRM

We run the process.
You own the decisions.

Third-Party Risk Management (TPRM), operated from supplier intake through exit. TPSaaS coordinates the day-to-day work under an agreed service model. Your organization keeps business risk decisions, risk acceptance, policy authority and governance.

Discuss your TPRM operating model See who does what

Security-led. Operationally managed.

Supplier evidence, findings and follow-up connected across the lifecycle.

Clear records for the decisions your business needs to make.

If this sounds familiar

• Supplier evidence is chased manually across email and spreadsheets.
• Assessments are completed, but findings and remediation lose momentum.
• Ownership of supplier decisions and exceptions is unclear.
• Reporting does not connect to the decisions leaders need to make.
• Internal capacity is stretched keeping supplier risk current across the lifecycle.
• Supplier changes, reassessments and exit activities become disconnected from the decision record.

Operational work with TPSaaS.
Decision authority with you.

Our service is security-led Third-Party Risk Management. Agree the suppliers, activities, responsibilities and review requirements before delivery begins.

TPSaaS operates

• Supplier intake coordination, completeness checks and triage
• Assessment coordination and evidence collection and review
• Findings and action recording
• Remediation follow-up and progress tracking
• Monitoring review within agreed coverage
• Reassessment coordination and operational reporting
• Escalation preparation and lifecycle records through exit

Your organization retains

• Business context and decisions on which suppliers and services are in scope
• Risk appetite, policy authority and governance
• Material risk acceptance and approval of material exceptions
• Supplier commercial decisions
• Implementation of customer-owned controls
• Contract renewal and termination decisions
• Legal and procurement decisions, and final business accountability

TPSaaS operates or supports these activities as agreed in the service scope. Your named decision-makers retain final authority.

One connected process. Intake to exit.

Each stage carries forward the supplier context, evidence, open actions and decisions needed for the next.

Carried through every stage

Supplier context

Evidence and gaps

Actions and owners

Decision history

1. IntakeCoordinate supplier and service records, named owners and information requests.
2. PrioritizeUse business criticality, data access and operational dependency to agree review priorities.
3. AssessCoordinate assessment requests, responses, clarification and follow-up.
4. Review evidenceReview the available information against agreed criteria. Record gaps and questions.
5. Findings / RemediationRecord findings, action owners and target dates. Follow up progress and closure evidence.
6. Monitor / ChangeReview agreed monitoring outputs and material changes. Prepare follow-up or reassessment where needed.
7. Report / EscalateSummarize status, unresolved findings and decisions requiring customer attention.
8. Reassess / ExitCoordinate reassessment and exit records, preserving outstanding actions and decision history.

The next review starts with the record, not a blank page. Supplier changes, reassessments and exit records stay connected to the evidence, open actions and decision history.

What you receive

Usable records of the work, the evidence and the decisions still needed. Deliverables are agreed for your service scope.

2. Managed service outputs

Representative examples below show the structure of service records. They contain placeholders, not customer data or product screenshots. Actual outputs are agreed in your service scope.

• Supplier and service records

  Business context, named owners and review priorities.

  Representative example

  Supplier / service[Supplier and service]

  Business context[Service dependency]

  Business owner[Named customer owner]

  Review priority[Agreed priority]

• Assessment and evidence records

  Responses, reviewed evidence, gaps and clarification requests.

  Representative example

  Supplier / service[Same supplier and service]

  Evidence reviewed[Evidence reference]

  Gap or question[Clarification needed]

  Assessment record[Review findings]

• Findings and action logs

  Issues, proposed treatment, owners and agreed review dates.

  Representative example

  Supplier / service[Same supplier and service]

  Finding[Issue and evidence reference]

  Proposed treatment[Action for review]

  Owner / review date[Named owner / agreed date]

• Remediation tracking

  Progress, blockers and evidence supporting closure or further review.

  Representative example

  Supplier / service[Same supplier and service]

  Agreed action[Linked finding and action]

  Progress / blocker[Recorded position]

  Review evidence[Evidence supporting review]

• Management summaries

  Supplier and assessment status, material findings and open decisions.

  Representative example

  Supplier / service[Same supplier and service]

  Assessment status[Current review position]

  Material finding[Issue requiring attention]

  Decision needed[Question for customer authority]

• Decision and escalation trail

  Exceptions, decisions, rationale, conditions and follow-up.

  Representative example

  Supplier / service[Same supplier and service]

  Decision authority[Named customer authority]

  Decision / rationale[Customer decision and reason]

  Conditions / follow-up[Agreed actions and review date]

• Reassessment and exit records

  Changes in supplier status, outstanding actions and the recorded handover.

  Representative example

  Supplier / service[Same supplier and service]

  Change / review[Reason for reassessment or exit]

  Outstanding actions[Open items and owners]

  Recorded handover[Decision and handover references]

How decisions work

TPSaaS prepares the evidence and keeps the process moving. Your organization decides what risk to accept and what the business will do next.

1. Name the ownerAgree business owners, reviewers and decision authorities for the suppliers in scope.
2. Make the decision clearBring together findings, missing evidence, proposed actions and the decision required.
3. Escalate unresolved issuesPrepare material concerns, overdue actions and exceptions for the agreed customer authority.
4. Record and follow throughRecord the decision, rationale, conditions and review date. Track the actions that follow.

Risk acceptance remains a separate, authorized customer decision. Suppliers and customer teams implement the controls they own; TPSaaS coordinates follow-up within scope.

Transition into service

Start with a shared understanding of the work and the information available. The launch sequence and timing are agreed around your portfolio and readiness.

1. Agree the scopeDefine supplier coverage, activities, responsibilities, outputs and decision routes.
2. Prepare suppliers and dataConfirm records, owners, available evidence and authority to request information.
3. Configure the processSet up the agreed records, assessment approach and work allocation.
4. Launch in priority orderBegin with the suppliers and reviews that need attention first.
5. Train the teamShow customer participants how to provide context, review outputs and record decisions.
6. Stabilize and operateResolve handover gaps and agree the ongoing service review rhythm.

Technology organizes the work.
People move it forward.

The platform

Organizes supplier records, assessments, evidence, findings, actions and reporting so the work can be followed across the lifecycle.

The practitioners

Coordinate requests and follow-up, review evidence, interpret findings, prepare summaries and bring unresolved matters to the right customer decision-maker.

Monitoring coverage, information sources and integrations are agreed as part of scope. Agree how practitioners and customer participants will work together before delivery begins.

A managed model shaped around your organization

For organizations that need operational capacity, consistent follow-up and visibility across their supplier portfolio while retaining governance and business control.

• Your portfolioWhich suppliers and services need coverage, and which dependencies matter most?
• Your delivery needsWhat assessment workload, coordination, resource allocation and reporting does the process require?
• Your operating contextWhich policies, decision authorities and verified regulatory requirements shape the work?

Fully Managed TPRM is a custom, scope-based service. Commercial scope reflects the supplier portfolio, delivery complexity, resource allocation and relevant regulatory context.

An industry or country label does not establish regulatory applicability. Confirm the legal entity, activities, services, data, contracts and jurisdictions involved.

Questions to resolve before we start

Does Fully Managed TPRM cover every risk domain?

The service is security-led. Coverage of financial viability, sanctions, environmental, social and governance risks, or other risk domains must be explicitly agreed and supported; it is not implied by the service name.

How are exceptions and remediation handled?

TPSaaS records findings, coordinates follow-up and prepares escalations. Your organization approves material exceptions and risk acceptance. The responsible supplier or customer team implements its controls.

What reporting and evidence will we receive?

Agree the assessment and evidence records, action tracking, management summaries and decision trail needed for your portfolio. Reporting content, recipients and cadence are defined in the service scope.

What happens at reassessment or exit?

TPSaaS coordinates review and maintains records of supplier status, outstanding actions and decisions. Your organization retains continuation and termination decisions. Responsibilities for access removal, data return or deletion, and handover must be expressly assigned.

What is scoped separately?

Legal or regulatory opinions, formal audit or certification, technical security testing, control implementation, procurement negotiations and incident-response leadership are outside the standard service scope unless separately agreed. Custom integration development is separately scoped and quoted.

What does our team need to provide?

Accurate supplier information, named owners, business context, authority to request evidence and timely decisions. Supplier cooperation and the quality of available evidence affect delivery.

Prepare for a service-scoping conversation

Start with one important business service. Agree what the internal team owns, what a managed service supports, who decides and how evidence and exceptions are handed over.

Choose a topic below. Each includes a practical checklist or worksheet you can read and copy, with related reading where available.

• 01Understand exposure
• 02Review your process
• 03Prioritize suppliers
• 04Follow up assessments
• 05Map dependencies
• 06Track remediation
• 07Report for decisions
• 08Connect the lifecycle

Understand your third-party exposure

Start with the service and the business consequence of its failure. A supplier list is useful only when it connects to the operations, systems and information that depend on each relationship.

• List the service, business owner and critical activity supported.
• Record the information handled, system access and important subcontractors.
• Describe the consequence of disruption and what remains unknown.
• Choose the next evidence request and a named reviewer.

Further reading: Why Third-Party Risk Management Has Become a Strategic Business Priority

Check whether your spreadsheet still supports the decision

A spreadsheet can support a small, controlled process. Review its fitness using the questions below before adding tools or automation.

• Can each supplier, assessment and finding be identified consistently?
• Is there one current record with an owner, review date and evidence link?
• Can reviewers see overdue actions, changes and unresolved decisions?
• Are access, version history and handover controlled?
• Record each gap, its owner and the smallest practical correction.

Further reading: Third-Party Risk Management Isn’t Broken. The Operating Model Is.

Prioritize suppliers by business exposure

Use this worksheet structure to agree proportionate review. Spend alone does not explain a supplier's importance. Keep inherent exposure separate from the evidence about controls.

• Supplier and service | business owner | activity supported.
• Data sensitivity | system access | operational dependency.
• Disruption consequence | substitutability | concentration concerns.
• Proposed review depth | rationale | evidence gaps.
• Decision owner | agreed classification | next review date.

Further reading: Inherent Risk vs Residual Risk: Why Most Third-Party Risk Programs Focus on the Wrong Metric

Turn an assessment into clear follow-up

Completing a questionnaire is one step. Use the evidence to decide what needs clarification, treatment or further review.

• Confirm the assessment covers the actual service, access and data involved.
• Check evidence scope, date, exceptions and relevance.
• Separate missing evidence from a demonstrated control gap.
• Assign each material finding an owner, action and due date.
• Record the decision, conditions and trigger for reassessment.

Further reading: Why Third-Party Risk Assessments Fail as a Decision System

Map the dependencies behind a critical service

Begin with one important business service and work outward. Mark unverified relationships clearly instead of presenting assumptions as a complete map.

• Business service | named owner | direct supplier.
• Supporting provider or subprocessor | function | evidence source.
• Shared dependency | concentration concern | alternative available.
• Disruption scenario | recovery assumption | validation needed.
• Uncertainty | next evidence request | review owner and date.

Further reading: Why Third-Party Risk Doesn't Stop at Your Vendors

Keep remediation open until closure is evidenced

Use a single row per finding. A planned action, elapsed due date or supplier assurance does not by itself demonstrate closure.

• Finding ID | supplier and service | evidence and consequence.
• Required action | named owner | target date.
• Status | last update | blocker | escalation owner.
• Closure evidence | reviewer | verified closure date.
• If residual risk remains, record a separate authorized acceptance decision, conditions and review date.

Report the decisions leadership needs to make

Use this short reporting structure to connect supplier exposure to decisions. State the reporting date, scope and gaps so readers know what the information covers.

• Scope: services and suppliers included, exclusions and evidence freshness.
• Meaningful changes: what changed and why it matters.
• Open exposure: critical dependencies, findings and overdue actions.
• Decision required: options, recommended action and decision authority.
• Follow-up: owner, due date and evidence required to close.

Further reading: Visibility Is the Control Plane of Modern Third-Party Risk Management

Keep the supplier lifecycle connected

Carry the decision record from intake through monitoring and exit. Each stage needs a clear owner, evidence and a next review point.

• Intake: define service, access, data and business owner.
• Assess: agree proportionate scrutiny and record evidence gaps.
• Decide: document authority, rationale, conditions and treatment.
• Monitor: review meaningful changes and unresolved actions.
• Exit: assign responsibility for access removal, data handling and dependency handover, and record the evidence provided.

Further reading: How Third-Party Risk Management Actually Works Across the Vendor Lifecycle

Review the evidence behind TPSaaS

Review our Trust Center for security information and evidence-access routes. Meet TPSaaS and learn about the people behind the service.

A resource or assessment does not by itself establish compliance. Assurance requirements depend on your organization, services and verified applicability.

Give the work a home.
Keep control of the decisions.

Bring your supplier portfolio, current process and operational priorities. Discuss where TPSaaS can run the work and how your organization will retain authority.

Discuss your TPRM operating model Prepare for the conversation