Compliance, purchasing, risk, sustainability, network and aftermarket teams.
A framework applied identically to every partner, documents attached to the answers they support and kept from one cycle to the next, and a dated record of what was asked, of whom, and what came back. That record is what a vigilance plan or an anti-corruption third-party procedure is made of.
One comparable score across the whole panel, each partner placed against companies of similar country, size and category. Gaps come out prioritised, with an improvement plan attached — so a decision can be defended in front of legal, the board and the partner itself.
Four dimensions on one scale, including financial strength built on independent Dun & Bradstreet data up to credit-limit analysis. Exposure is consolidated across countries and entities, and the second cycle turns a score into a trend.
Environmental management, social practices and governance assessed with evidence rather than declarations, and a carbon module covering Scope 1, 2 and 3 for distribution activities. Each partner leaves with prioritised actions and the best practices of comparable companies, and the next cycle shows whether anything moved.
One directory for the entities you own and the third parties you work with, with perimeters, owners and consent. Campaign coverage is visible live, country by country, so onboarding a new partner starts from a baseline instead of a blank page.
Dealer, distributor and workshop programmes run on a scale the network cannot influence. Segment partners by measured maturity, build commercial and labelling pathways on it, raise the floor cycle after cycle — and give each partner a scorecard and a benchmark in return for the effort, which is what keeps participation up.
One document per company, produced the same way for everyone, and readable by someone who has never seen the questionnaire.
Sustainability, corporate processes, business expertise and financial strength — on one common scale.
A median and a distribution curve built on country, size, category and year, from anonymised data. That is what tells you whether 58 is good.
Each finding points back to the answer and the document behind it.
Prioritised actions and the best practices of comparable companies — so the partner has something to do with the result.
The partner completes one assessment. Each team can open the view it needs, with its own perimeter and its own rights, and work from the same numbers.
Answered once, adapted to its profile, reusable with its other customers.
Compliance, purchasing, risk, sustainability, network and aftermarket — the same data, a different lens.
Evidence, dates and decisions kept in one place, cycle after cycle.
Buying from a company is no longer only a commercial decision. Across Europe, the duty to know who you work with — and to prove it — has been written into law, and it is now being enforced.
The French Anti-Corruption Agency issued its first financial penalties: €350,000 against a company and €60,000 against its president personally. Among the failings listed by the sanctions committee was the absence of a procedure for assessing third parties — clients, first-tier suppliers and intermediaries.
It is the first decision of its kind in France. It says plainly that the absence of a third-party assessment process is not a documentation gap; it is a personal exposure for the people who run the company.
CS3D applies from 26 July 2029 to groups with more than 5,000 employees and €1.5 bn turnover, with penalties of up to 3% of net worldwide turnover. CSRD covers groups above 1,000 employees and €450 m turnover, and limits what they may ask a partner below 1,000 employees to the voluntary VSME standard — so the information has to come from somewhere else.
SourceCompanies above 500 employees and €100 m turnover must run eight anti-corruption measures, one of which is the assessment of clients, first-tier suppliers and intermediaries. Fines reach €1 m for the company and €200,000 for an executive personally.
SourceGroups with 5,000 employees in France, or 10,000 worldwide, must publish a vigilance plan that includes procedures for regularly assessing subsidiaries, subcontractors and suppliers. There is no administrative fine, but a court can order compliance under a daily penalty, and civil liability applies where a failure causes harm.
SourceStill in force in 2026 for companies with 1,000 employees in Germany, pending the CS3D transposition. Fines reach €8 m, or 2% of global turnover above €400 m of turnover, and can be followed by exclusion from public contracts. The annual report to BAFA was abolished; risk analysis, prevention, remediation and documentation were not.
SourceEnforced by the Consumer Authority, and not only on paper: the first penalty, NOK 450,000 (about €38,500), was issued in September 2024 to a retailer that failed to answer information requests about its supply chain on time.
SourceFigures reflect the texts and decisions in force in September 2026. Inteliam provides the assessment and the record behind it; it does not replace your legal analysis, and no platform makes a company compliant on its own.