Stretch Procurement: From Reactive Risk Handling to Structured Supplier Risk Management

Capability that evolves over time

In a world where uncertainty has become business as usual, supplier risk management is no longer a compliance checkbox — it is a strategic capability.

Globalized supply chains, geopolitical instability and increasing regulatory demands are forcing procurement organizations to rethink how they manage risk across their supplier base.

In this Silf Insight interview, we speak with Sara Bråtegren, COO & Advisor at Stretch Procurement, about what it really takes to build a structured and digital Supplier Risk Management capability — and why many companies underestimate the journey.

“Supplier risk management only delivers value when it becomes embedded in daily procurement work — not when it’s treated as a theoretical framework.”

The turning point: When spreadsheets are no longer enough

For many organizations, the wake-up call comes when disruptions start affecting production or customer deliveries.

“The globalization of supply chains, combined with increasing regulatory pressure, has significantly raised risk exposure,” Sara explains. “Managing this manually is simply not sustainable when you’re dealing with large volumes of data and multiple stakeholders.”

Companies begin to realize they need greater transparency, reliable and harmonized data, and digital support for monitoring and follow-up. Especially in manufacturing environments, where supplier issues can quickly become operational disruptions, reactive handling is no longer sufficient.

Where should companies begin?

When companies decide to professionalize their SRM approach, many instinctively look for a tool. But according to Stretch Procurement, systems should not come first. Instead, organizations need to work in parallel across three interconnected dimensions:

• Process development. Define activities, stakeholders, governance and ownership, and ensure harmonization across the organization.
• Data harmonization. Clarify data ownership, standardize information and define data flows.
• Digitalization. Explore how processes and data can be automated and supported through a tailored solution.

“These elements are deeply connected. If you implement a tool without aligning process and data, you risk creating digital complexity instead of value.”

Once these foundations are in place, companies can implement a supplier and risk management platform that enables proactive due diligence, structured risk assessments and continuous monitoring.

The digital backbone: A real game changer

When done right, digital tools fundamentally change how supplier risk is managed.

They make it possible to combine internal supplier data with external risk indicators, automate workflows and escalation paths, and create a shared and transparent risk view across procurement and other functions.

“For companies where supplier risk is business-critical, a digital backbone is becoming essential,” says Sara. “It allows you to scale risk management in a way that spreadsheets simply cannot.”

The biggest challenge: Change and adoption

Technology, however, is only half the equation.

“The hardest part is usually change management and user adoption. It’s not enough to roll out a tool — people must actually use it in their daily work.”

For SRM to become operationally relevant, processes must be practical, data must be trustworthy, and risk insights must be linked to real decisions such as sourcing, supplier development and escalation.

When risk management becomes integrated into decision-making rather than reporting, real value is created.

What becomes possible with a structured SRM approach?

Once the right digital and organizational setup is in place, companies unlock capabilities that are unrealistic in manual environments.

They can standardize supplier onboarding with minimum compliance requirements, perform prioritized and efficient due diligence for critical suppliers, monitor risks continuously with early warning signals, and strengthen cross-functional collaboration.

This is particularly critical in manufacturing and regulated industries, where supplier disruptions can have immediate operational consequences.

Common pitfalls on the journey

Stretch Procurement often sees organizations fall into two traps:

• Treating SRM as a theoretical or compliance-driven exercise rather than an operational capability.
• Implementing a tool before clarifying ownership, processes and data.

“Organizations that define clear ownership and dedicate skilled resources tend to generate value faster in their digitalization journey,” Sara explains.

Practical advice: Think MVP, build momentum

For companies looking to strengthen their supplier risk management, Sara’s advice is pragmatic. Work with process development, data harmonization and digitalization in parallel, and aim for simplicity. Think Minimum Viable Product. Deliver initial value quickly, then expand in manageable phases. Success builds confidence, and confidence builds momentum.

Supplier risk management is not a one-off project. It is a capability that evolves over time.

Sara Bråtegren will share more concrete experiences and practical lessons in the free Silf samtalar webinar “Supplier Risk Management in a World of Uncertainty” on March 5 at 08:30–09:15 CET, where she joins representatives from SKF Automotive. Registration is free of charge.

February 2026