Reprinted with permission from CEP Magazine—this article originally appeared the July 2025 edition.
Manufacturing is increasingly focused on growing productivity, lowering costs, and remaining competitive, which means supply chain resilience is now more critical than ever. Managing risks, especially within third-party relationships, is a crucial component of a successful supply chain strategy.
While the U.S. Department of Justice (DOJ) may deprioritize corporate enforcement, cross-border cooperation between European regulators is on the rise, which could lead to parallel investigations and compounded penalties for companies that neglect their global compliance obligations. While not directly subject to these measures, U.K.-based manufacturing companies should be aware of them, as they could well signpost the way for future supply chain monitoring legislation in the U.K. This is especially the case if the U.K.-based company has a presence in the U.S., conducts business with U.S. companies, or engages in transactions in U.S. dollars. If any of these apply, it may fall under the DOJ’s jurisdiction; it may also be subject to DOJ measures through the Foreign Corrupt Practices Act, which covers acts of bribery involving U.S. companies or occurring on U.S. soil.
Similarly, if a U.K. manufacturer supplies goods or services to an EU-based company, that EU company may require its suppliers to comply with the due diligence obligations of the Corporate Sustainability Due Diligence Directive (CSDDD). This would include assessing and addressing risks related to human rights abuses (like forced labor) or environmental harm in the supply chain.
If they wish to maintain business relationships with U.S. or EU companies, compliance with both U.S. and EU standards may become necessary to continue operating within these markets.
The current landscape
It’s no secret that effective monitoring of third-party suppliers is a tapestry of risk mitigation, combining rigorous onboarding, continuous oversight, and proactive communication with those third parties to ensure alignment with a manufacturing organization’s standards and objectives.
Most organizations will already have basic due diligence for third-party suppliers in place. They should include, but not be limited to, background checks, assessing financial stability, and verifying credentials. By examining a supplier’s past performance, reputational risks, and compliance with regulatory standards, manufacturers can avoid potential disruptions later.
As the EU sharpens its focus on supply chain compliance, companies should view this as an opportunity to enhance training programs and integrate anti-bribery protocols into every level of its operations. From procurement to executive leadership, organizations must ensure that ethical practices are embedded throughout the value chain.
Thus, the EU’s CSDDD represents a new frontier in regulatory enforcement. Under this legislation, a company must ensure its entire supply chain adheres to ethical standards, such as anti-corruption measures. And companies that fail to do proper due diligence on suppliers and third parties may face severe financial penalties, legal action, and reputational damage.
After onboarding, continuous oversight is necessary to track suppliers’ adherence to policies and requirements. This can include regular audits, site visits, and performance reviews. Audits should focus on identifying noncompliance with labor laws, environmental regulations, and safety standards. For a more streamlined approach, manufacturers can implement automated tools to monitor compliance data and flag potential issues in real time. Establishing comprehensive contracts with clear compliance requirements is vital, including contract provisions outlining expectations for ethical conduct, reporting, and quality control measures. Periodically revisiting these contracts to incorporate any regulatory changes or lessons learned from prior incidents helps ensure they remain effective in mitigating risks.
A tailored approach to compliance
So, what can manufacturers do to supercharge this process? The answer can be found in comprehensive ethics and compliance training. Ethics and compliance training is indispensable for creating a shared understanding of a manufacturer’s values, ethics, and regulatory obligations among third-party suppliers. Training programs also help prevent misconduct by educating suppliers on identifying and addressing compliance risks.
Manufacturers should be looking to develop training that is specific to the roles and risk profiles of their suppliers. For example, suppliers involved in handling hazardous materials should receive specialized training on safety protocols and regulatory compliance. This tailored approach ensures that suppliers are equipped to navigate the challenges of their industry. Also, manufacturers that rely on suppliers in high-risk regions where modern slavery is more prevalent should implement targeted training programs that align with CSDDD’s requirements.
Most mature programs will focus on helping suppliers identify red flags associated with modern slavery, such as passport confiscation, wage withholding, or excessive overtime without consent. However, adding training into the mix would cover the best practices for ensuring compliance with niche labor laws, training managers on how to recognize potential indicators of forced labor, and informing employees about their rights.
The training should look to target individuals directly involved in recruitment, labor management, and operations in these high-risk areas; thus, supplier staff responsible for hiring could receive specialized training on ethical recruitment practices. Adopting a comprehensive and targeted training approach not only raises awareness but also actively involves suppliers in due diligence processes, equipping them with the tools to recognize and report modern slavery risks within its operations.
Sustaining compliance
To maintain compliance, manufacturers must ensure that training is not a one-time event but a continuous process. Annual or semi-annual refresher courses help reinforce ethical guidelines and regulatory updates, meaning that regular training sessions also provide opportunities to share case studies of past incidents, enabling suppliers to learn from real-life examples.
By doing so, companies emphasize the importance of closely monitoring third-party activities and the need for businesses to cultivate a compliance-driven culture with its external partners. It encourages viewing third parties as integral extensions of the company’s own compliance framework. One effective approach to strengthening these partnerships is by promoting the adoption of similar training and ethical standards for third parties, aligning them with those expected of the company’s internal employees.
Encouraging third parties to participate in customized compliance training can help create a more unified alignment between the company and its partners. Those suppliers should be required to certify that they understand and will adhere to the training received. Implementing a certification process not only formalizes suppliers’ commitment to ethical standards but also enables manufacturers to track compliance across the supply chain. This proactive approach ensures that all parties are accountable for upholding the manufacturer’s values and regulatory requirements.
Being able to collate and assess this data to show completion rates and noncompliance is another way to predict where an organization’s risk may be. By continuously monitoring potential risk indicators, manufacturers can detect issues early and mitigate potential supply chain disruptions.
Ensuring long-term success
Outside of regularly monitoring suppliers’ financial health, monitoring noncompliance with regulations (such as environmental laws or labor standards) can reduce exposure to fines, litigation, and reputational damage. Quality control failures can have significant downstream effects on product integrity and customer satisfaction. Manufacturers should regularly assess metrics such as defect rates, rework percentages, and the frequency of customer complaints related to a supplier’s products or services.
Companies that prioritize integrity and accountability will avoid legal pitfalls and build resilient, sustainable businesses capable of thriving in a global market. This commitment protects their interests and contributes to the overall integrity and success of the manufacturing industry.
Takeaways
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Managing risks, especially within third-party relationships, is a crucial component of a successful supply chain strategy.
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If a U.K.-based company has a presence in the U.S., conducts business with U.S. companies, or engages in transactions in U.S. dollars, it must be aware of cross-border cooperation between European regulators that could lead to parallel investigations and compounded penalties for companies that neglect their global compliance obligations.
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As the EU sharpens its focus on supply chain compliance, companies should view this as an opportunity to enhance training programs and integrate anti-bribery protocols into every level of its operations.
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Ethics and compliance training is indispensable for creating a shared understanding of a manufacturer’s values, ethics, and regulatory obligations among third-party suppliers.
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To maintain compliance, manufacturers must ensure that training is not a one-time event but a continuous process.
