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Supplier risk management (SRM) is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government agencies where the organization is highly dependent on suppliers to achieve business objectives. It is a function of Third Party Management. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a supplier suddenly going bankrupt, closing operations or being acquired. ==Objectives== To overcome these challenges, companies mitigate supply chain interruptions and reduce risk with strategies and tactics that address supplier-centric risk at multiple stages in the relationship: * On boarding: Bringing suppliers into the operation with registration that includes: * * A centralized supplier registration portal * * Integration of third party performance, financial data and predictive indicators into the supplier profile * Monitoring for stability beyond financial data, including: * * Criminal and terrorists (i.e. Office of Foreign Assets Control) ties and operational performance * * Visibility into potential disruptions caused by geopolitical threats, acts of nature, etc. * Cultivating strategic supplier relationships for the long-term: * * Leverage supplier scorecards for continuous improvement * * Establish and use benchmarks for measuring supplier performance * * Creating a system for collaboration and supplier development * Establish control across the extended enterprise: * * Create integrated supplier networks * * Extend performance management benchmarks to second and third tier suppliers 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Supplier Risk Management」の詳細全文を読む スポンサード リンク
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