Source: [LinkedIn](https://www.linkedin.com/pulse/what-information-do-your-vendors-have-regarding-how-secure-blokdyk/)  
Author: [Gerardus Blokdyk](https://www.linkedin.com/in/gerardblokdijk/)  
Publication date: February 23, 2022
Retrieved on February 24, 2022

Relevant ISO 27001 clauses/controls:
- [ISO 27001 A 6.1.5 Information security in project management](../../Standards/ISO27x/archive/ISO%2027001%202013/ISO%2027001%20A%206.1.5%20Information%20security%20in%20project%20management.md)
- [ISO 27001 A 15 Supplier relationships](../../Standards/ISO27x/archive/ISO%2027001%202013/ISO%2027001%20A%2015%20Supplier%20relationships.md)
- [ISO 27001 2013 C 9.2 Internal audit](../../Standards/ISO27x/archive/ISO%2027001%202013/ISO%2027001%202013%20C%209.2%20Internal%20audit.md)
- [ISO 27001 A 18 Compliance](../../Standards/ISO27x/archive/ISO%2027001%202013/ISO%2027001%20A%2018%20Compliance.md)

Related:
- [Vendor security MoC](../../🎇%20Sparks/Vendor%20security%20MoC.md)


## Vendor Management: Ask This;

1. Does your organization have a vendor management program designed to ensure the privacy and/or security practices of vendors will not threaten the integrity of your organizations privacy standards?

2. Does your organization have a risk management and due diligence process focused on vendor management?

3. Do you have a vendor management ecosystem in place together with effective sourcing governance?

4. What information do your vendors have regarding your organization and how secure is the data?

5. How do you ensure your organization understands and works to meet the objectives of your Vendor Management program, which involve onboarding, analyzing, and monitoring new vendors and current vendor relationships and the risks that could affect the business?

6. How do you manage details of vendor management for those who have any degree of network access or who hold your data by design, are audits of those vendors required?

7. Does your organization have the vendor management capability, time, and controls necessary to manage the provider and provider quality?

8. Which vendors will have the most impact on your organization if they suffer an interruption, and how quickly will the impact materialize?

9. Does your organization have supplier management related KPIs and are they visible to senior management?

10. Do critical vendors have your business continuity plan, not just for your data and for the larger business?

11. Do you have a vendor management program in place that includes contractual obligations and establishes management oversight activities for third parties with access to personal data?

12. Does your organization use vendor management inventory and collaborate planning, forecasting and replenishment?

13. Does your organization have a system in place to properly vet contractors and vendors before they are granted access?

14. Does your vendor management program include on site audits by your organizations internal resources?

15. How does a lack of vendor management resources impact service delivery and create stakeholder dissatisfaction?

16. To what extent does your organization have an established incident response plan defining how to respond to the compromise of a networked device?

17. When a third party project needs rework, what impact does it have on your organization and/or its customers?

18. How do you move beyond transactional vendor management to true supplier partnerships that will achieve savings and drive innovation?

19. What are the laws and industry regulations that apply to your organization with which your vendor will be required to comply?

20. What is your organization willing to undertake in terms of risk, and what resources do you have to manage it?

21. In the event of a vendor outage or a compromise causing an outage, how quickly would your organization need to recover before facing significant financial losses?

22. How difficult is it to secure business unit support for your vendor management program requirements?

23. How does your organization measure, monitor and report on its vendor footprint?

24. Does your organization have a defined workflow process in place to escalate identified risks for remediation?

25. What technical disciplines does your organizations audit team have to properly audit your vendors ability to build security into the code?

26. What policies does the vendor have to detect, prevent and mitigate incidences of identity theft?

27. Is there two way communication available between your organization and vendor staffing companies, and your organization and vendors themselves?

28. Does your organization have a formal negotiation and approval process for contract terms and conditions?

29. What policies does the vendor have to detect, prevent and migrate incidents of identity theft?

30. Does your organization have a standard level of security requirements based on the types of services/good provided by the vendor?

31. Does your organization have a clear view of all existing business unit IT spend and resources?

32. Has your organization created a dedicated team for vendor governance and performance management?

33. Are the right mechanisms in place with your current vendor management strategy to effectively manage cloud projects?

34. Are there individuals on your organizations staff who can perform the services if the risk or working with the third party proves greater than your organization would like?

35. Does your organization have plans in place in the event that labor rights concerns are identified in your supply chain?

36. What subcontract or affiliation arrangements does the vendor have that involve your information?

37. As part of your vendor management review, do you review Business Continuity Planning and/or testing?

38. Does your organization have an action plan in place to address recommendations made in audits?

39. Are there any existing tools your organization expects the vendor to use and for what purpose?

40. How do you handle change management within your organization when systems are upgraded, and resource training on the new systems and technology is significant?

41. Does your organization have procedures in place for sustainable sourcing (including transportation)?

42. When a crisis hits, how do you know that your vendors resiliency matches your own?

43. How are you going to manage software that is developed (and/or managed) by a third party, are you augmenting vendor management to reduce risk?

44. Do you have a continuous improvement program for your contracting organization and sourcing teams?

45. Does the vendor have an ongoing development process against a model of practitioner competency?

46. Are the vendor contracts deliverables based, with specific service level agreements (SLAs) including penalties and liquidated damages?

47. Does your organization have a defined procurement strategy for its strategically important categories?

48. Are data retention and deletion standards included in vendor agreements or as part of a vendor management program?

  

## Organized by Key Themes: VENDOR, MANAGEMENT, SECURITY, DATA, RISK, TECHNOLOGY, PROJECT, PRODUCT, SYSTEMS, PROCESS:

  

### VENDOR:

  

Has your organization established formal governance and controls to protect the sensitive data?

Verify that your team is responsible for oversight and management of complex vendor relationships to ensure vendors are accountable to established performance metrics, contracts and joint business planning goals. 

  

How does a lack of vendor management resources impact service delivery and create stakeholder dissatisfaction?

Manage vendor risk appropriately and drive and create best in class management strategy and program for the Technology organization and your organization. 

  

Does your solution generate program performance reports that supports service level agreements?

Support business owners in the due diligence phase of vendor management including development of vendor risk assessments, review of control reports, and contract administration. 

  

What stakeholder is now responsible for assessing the solution scope to determine the project scope?

Be certain that your strategy is responsible for developing, implementing, administering, training, maintaining and annually assessing all aspects of your organization wide Contract and Vendor Management Program. 

  

What performance metrics are currently in place with other customers that would be relevant to measure customer satisfaction?

Manage technology vendor management team, provide direction, coaching and performance management to ensure team development and attainment of goals. 

  

How do you implement best practices around processes, operations and vendor management?

Oversee that your team is responsible for supporting the ongoing development and implementation of vendor management tools, processes and best practices across your organization. 

  

Have you effectively integrated the latest tools and technologies into your critical workflow processes?

Make sure your strategy ensures that the subcontractors and vendors comply with all local licensing requirements and are approved by organization Vendor Management before the commencement of work. 

  

How do you measure the new processes are being managed effectively?

Develop, implement and execute a vendor management program scalable to support vendors managed by leaders in BOW business units. 

  

Do you have a vendor management program in place that includes contractual obligations and establishes management oversight activities for third parties with access to personal data?

Establish that your organization provides the vision, strategy and direction for Strategic vendor management which includes Technology Asset Management and Telecom Expense Management. 

  

Which departments or functional groups need to be involved in system design and who will use it?

Safeguard that your organization is involved in Procurement and/or Vendor Governance including implementation of vendor management policies and new processes. 

  

### MANAGEMENT:

  

How can local businesses better utilize IT outsourcing trends to enhance business performance?

Build and maintain working relationships with business partners as well as support staff to enhance process knowledge and compliance towards following vendor management meeting process performance KPIs. 

  

Does it provide reporting and metrics, and more specifically, does it provide the the ability to measure exactly what your organization needs it to?

Guarantee your design leads the execution of various vendor management programs, such as quarterly business reviews, semi-annual organization Programs portfolio reviews, vendor scorecards, as well as other performance management activities and reporting with priority. 

  

How will the role of IT, its leadership and its ecosystem of vendors and providers, need to change?

Certify your group is involved in procurement, strategic sourcing and vendor management practices, including financial management, performance management, relationship management, contract management, and risk management in cGMP manufacturing environment with familiarity in quality change management systems. 

  

Are software metrics formally captured, analyzed and used as a basis for other project estimates?

Ensure your personnel is assisting in managing Vendor Management compliance process, including maintaining and storing updated contracts, contract renewal dates are communicated to responsible business unit leaders beforehand, and vendor service level agreement performance is tracked and analyzed. 

  

How do you create a unique advantage and avoid leveling the playing field?

Be certain that your workforce is responsible for ensuring capacity planning and vendor management of the enterprises data center facilities, server, networking, storage, end user computing, and backup infrastructure and support are delivered and leveraged in proactive planning to avoid business disruption. 

  

Does your organization have a defined workflow process in place to escalate identified risks for remediation?

Check that your team is involved in vendor management systems (VMS) to support your organization workflow. 

  

Will the contractor be responsible to perform discovery sessions with various business line stakeholders to understand and create messaging and website content?

Ensure your organization is responsible for all Business Relationship Management activities, Vendor Management, Systems Strategy, Platform Integration, and Execution for your Planning systems. 

  

Have you ever had a staffing supplier refuse to participate in your vendor management program?

Make headway so that your organization represents the needs of the business and/or your organization and actively participate in contract negotiations and enterprise vendor management governance meetings. 

  

Is your organizations culture promoting employee behaviors that are consistent with priorities?

Interface so that your team is running vendor management process to ensure your organizations data security. 

  

How do you see the new supplier evaluation and selection process?

Safeguard that your design manages third party supplier relationships with companies that invest in delivering products to (internal) clients, to include leading and managing partner management staff, developing and maintaining relationships with supplier executives, negotiating supplier contracts, leading and managing vendor management controls, and optimizing business opportunities with third party supplier partners. 

  

### SECURITY:

  

How do you define third party risk?

Oversee the vendor management process to include assisting the legal team and other business partners define security requirements for your organizations third party vendors and partners. 

  

Are key, relevant vendor controls mitigating your organizations key risks validated during due diligence visits?

Invest in coordinating vendor assurance activities with Vendor Management as it relates to Information Security, Physical Security, Cybersecurity, and Business Continuity related controls and compliance efforts, to include visit coordination to all Tier 1 vendors and periodic site visits to Tier 2 vendors on a rotational basis. 

  

How do you ensure your organization understands and works to meet the objectives of your Vendor Management program, which involve onboarding, analyzing, and monitoring new vendors and current vendor relationships and the risks that could affect the business?

Interface so that your design is supporting Vendor Management activities to ensure 3rd party software and development meet security standards. 

  

How difficult is it to secure business unit support for your vendor management program requirements?

Work with vendor management and risk to ensure that information security requirements are included in contracts to manage third party risk. 

  

Which companies are most successful delivering against managed service and outsourcing agreements?

Partner with the Vendor Management group to execute an ongoing vendor monitoring program to ensure technology and security risks are managed on an ongoing basis. 

  

How does a leader get involved to ignite the shift from procuring on premises to SaaS or cloud for infrastructure?

Oversee that your strategy is involved in IT security risk assessments, vendor management and audits. 

  

When a third party project needs rework, what impact does it have on your organization and/or its customers?

Work with your organizations Legal and Fiscal Affairs Department to ensure that information security requirements are included in contracts by liaising with vendor management and procurement organizations. 

  

Does the vendor have a stable and proven history of providing effective content marketing solutions?

Be confident that your operation is involved in developing and administering information security and vendor management programs. 

  

How should soc reports be used as a part of initial due diligence and ongoing vendor management?

Ensure your team maintains records for vendor management program including security control reports and supplemental documentation. 

  

How well aligned is the overall distribution of risks you are undertaking with your risk appetite?

Partner with Contracts and Legal Teams on contract reviews, teaming agreements, and vendor management plans to align with data security, regulatory, and compliance requirements. 

  

### DATA:

  

Does your organization have a standard level of security requirements based on the types of services/good provided by the vendor?

Liaison so that your operation coordinates with the Compliance and Legal teams to ensure that the requirements of the privacy program are implemented through the organizations vendor management program and ensures that the organizations contracts have appropriate data security and privacy terms. 

  

How do you are negotiate vendor contracts to incorporate new regulatory requirements when the vendor has no interest in re negotiating?

Advise on data privacy and information security legal requirements for your organizations vendor management program, including reviewing, drafting, and negotiating data privacy and security provisions in agreements with service providers and business partners. 

  

Do you focus your onboarding efforts on identifying ways the vendors can increase strategic fit?

Guarantee your team works regularly with Information Technology team regarding the development, implementation and monitoring of effective vendor management technology systems to drive maximum automation and increase data quality and integrity. 

  

Which technology and business factors will enterprises use to structure network based security strategies?

Make sure your process aggregates data received from vendors and vendor managers to enter into the vendor management tracking system. 

  

Does the procurement function lead or is actively involved in demand definition and management?

Verify that your process is involved in various relevant areas of compliance (GLBA, SOC II, information security models and risk assessments, IT audits, vendor management, data breach, and incident management). 

  

Do you have a vendor management program in place that includes contractual obligations and establishes management oversight activities for third parties with access to personal data?

Certify your team establishes and records all program metrics and data to ensure goals are being met. 

  

How do you maximize impact and drive adoption across your recruiting organization?

Ensure your proprietary data and tradecraft, combined with an audience first approach, enables you to drive better business outcomes on behalf of organization partners and (internal) clients. 

  

How do you identify, measure and track your process improvement initiatives?

Understand the important data and reports from your delegated network partners and work with your team to identify trends that could be used to improve such partnerships. 

  

How do you ensure your organization understands and works to meet the objectives of your Vendor Management program, which involve onboarding, analyzing, and monitoring new vendors and current vendor relationships and the risks that could affect the business?

Oversee that your team understands software development, data operations, and information security technology. 

  

Do organizations use risk matrices to identify everything that can potentially go wrong and what to do in the event of any of occurring?

Provide Information Security awareness training across the organization creating a calculated approach to possible data breaches and security incidents by anticipating new threats and providing awareness to actively prevent incidents from occurring. 

  

### RISK:

  

Does the vendor have an ongoing development process against a model of practitioner competency?

Make headway so that your personnel has involvement as a vendor manager working directly with vendors to monitor and manage vendor performance and risk and/or working in a vendor management office setting to develop and oversee an enterprise governance and oversight program for third-party vendors. 

  

What processes were followed and how long did it take to bring the system back on line after a major system or facilities disaster?

Set procurement and vendor management standards by researching good business practices and techniques that facilitate sourcing and risk mitigation, collecting and disseminating this knowledge and defining a consistent set of processes and procedures for staff to follow. 

  

Have your vendors past audits exposed any vulnerabilities, or has your vendor been breached in the past?

Confirm that your workforce is participating in vendor management and review processes to ensure key vendors do not expose your organization to unnecessary risk. 

  

Does your organization support any custom software or engage in any custom software development?

Assure your staff is involved in vendor management, including applicable contract execution, third party risk management activities, and support of third party execution activities. 

  

How do you send services to the cloud while ensuring that services remain compliant with regulations?

Establish strong, collaborative relationships with key internal and external stakeholders to strategically manage, optimize and implement vendor management program governance, policies, procedures and tools to achieve performance objectives while ensuring effective risk management of third parties. 

  

What efforts, if any, are underway to review or improve existing performance management systems?

Make sure your design manages third party vendor management programs by defining security controls based on tiers of vendors, performing risk assessments for new and existing vendors, and partnering with legal to review contracts for new and existing vendors. 

  

Does your solution generate program performance reports that supports service level agreements?

Warrant that your company supports the Third Party Risk Management Oversight, and collaboration with Vendor Management Manager, and business stakeholder. 

  

What data control processes are in place in order to control the ability for users to enter or adjust prior period data within the costing and time reporting systems?

Ensure your team prepares reporting of Vendor Management risk indicators (KRIs) to your organizations Enterprise Risk Management Committee and Board of Directors. 

  

How do you incorporate sustainability into sourcing and procurement practices?

Develop third-party risk identification, assessment and monitoring plans and protocols to sustain transparency into third-party residual risks for the entire vendor management process from procurement to renewal/termination. 

  

Do you need help defining, developing, measuring, and maintaining strategic vendor relationships?

Make sure the SVP Enterprise Risk Management is responsible for directing, executing, and developing your organizations Enterprise Risk Management (ERM), Vendor Management and Model Risk Governance program. 

  

### TECHNOLOGY:

  

How close was the level of vendor technical expertise to what was needed to support the service?

Support phases of Marketing Technology roadmap build and solution implementation including project plan development, impact analysis, cross team collaboration/delegation, software setup and configuration, reporting, training, system validation, go live, post implementation support, vendor management and (internal) client relationships. 

  

How is data captured into the existing timekeeping, leave balance, and performance management systems?

Verify that your process is responsible for preparing, evaluating, and selecting technology and solution partners including working with the sourcing and vendor management teams and commercial stakeholders to negotiate and manage contracts and SOWs. 

  

What stakeholder is now responsible for assessing the solution scope to determine the project scope?

Make sure the Technology Analyst for the consulting practice is responsible for working with team members, partners, and (internal) clients implementing Vendor Management Systems (VMS) technologies. 

  

What stakeholder is now responsible for assessing the solution scope to determine the project scope?

Be responsible for vendor management activities including service agreements, staff augmentation and technology contracts. 

  

Did/do you have a plan for implementing acquisition reform and innovative commercial contracting practices?

Establish that your organization leads technology resource planning, procurement, vendor management and capacity planning. 

  

How do you select and manage vendors for developing, implementing and managing your business applications?

Be confident that your group leads the technology vendor management and procurement function with a focus on maximizing cross enterprise leverage and developing managing strategic vendor relationships. 

  

How do you ensure clinic staff follows proper issuance procedures?

Safeguard that your design follows Information Systems and Technology project management protocol. 

  

How do you manage the technical aspects of implementations and upgrades?

Manage and apply resources to execute the technology initiatives, including vendor management. 

  

Does your solution generate program performance reports that supports service level agreements?

Oversee that your strategy develops and maintains a technology roadmap that supports business objectives. 

  

How does an international developer prepare a product to be easily adaptable for multiple locales?

Partner with business leaders to transform how your organization leverages data and technology. 

  

### PROJECT:

  

How do you handle changes in the economic environment?

Perform a broad range of project management duties including (internal) customer requirements definition, system analysis, development of detailed of project charter, project plan and approach, project communication, budget and forecast, change and risk management, vendor management and other project management duties with priority. 

  

How do you help clients with successful structuring governance in outsourcing deals?

Make headway so that your strategy defines, leads ad executes successful vendor management capability across the various projects and programs. 

  

Does supplier currently manufacture parts or provide service for the regulated medical device industry?

Provide project management and vendor management mentoring to (internal) client and other vendor staff with priority. 

  

Do employees understand what the roles and responsibilities are in managing an outsourced relationship?

Make headway so that your personnel has involvement with vendor management and integrating outsourced teams/consultants for large project implementations. 

  

What are the asset management and software licensing implications of BYOD, and how can the costs and risks be minimized?

Guarantee your group includes the planning and tracking of projects both (tactical and strategic), cost effectiveness, communication, risk analysis, quality assurance, team and vendor management, and implementation of highly visible, sensitive and multi-faceted projects. 

  

Which contract, relationship and vendor management practices lower the total cost of ownership?

Be sure your group is responsible for project management of your product team with regards to cost, schedule and scope. 

  

How do you review purchase order information?

Develop project business cases, vendor contracts and purchase orders associated with projects/process activities. 

  

Has the director previously been involved in the industry in which your organization operates?

Liaison so that your company is involved in large, complex software projects including vendor management. 

  

Are the models implemented properly utilizing industry available interest rate and volatility data?

Check that your group is skilled in Vendor Management, Project Management, Enterprise Implementation, and Application Development. 

  

Is there an effective process for reliable reporting on risks and risk management performance?

Be experienced in Negotiation, Vendor Management, Risk Management, Project Financials, KPI and Reporting. 

  

### PRODUCT:

  

How do you successfully incorporate managerial judgment into plans suggested by the models?

Partner with Product team to create an effective, two way system for communicating product knowledge and (internal) customer feedback in effort to incorporate (internal) customer experience feedback into the Product Development and Vendor Management Processes. 

  

How are you going to manage software that is developed (and/or managed) by a third party, are you augmenting vendor management to reduce risk?

Develop experience managing product teams leveraging JIRA or similar application lifecycle management tool. 

  

When appropriate, is there an IRM function that oversees the risk activities of your organization?

Be certain that your organization oversees the performance of new programs, products, and services. 

  

How do you apply due diligence requirements to suppliers/vendors?

Be certain that your company is involved in innovation and bringing (internal) customer oriented products to market. 

  

Do you have real time, seamless, and multimodal communication and collaboration across your value network?

Implement and improve team wide practices to facilitate a productive and collaborative work environment. 

  

Does your organization establish, maintain, and effectively implement system, and data backups?

Certify your team develops product concepts and specifications, and translates into focused scientific activities. 

  

Does your solution support tracking service duration by individual resources between engagements?

Negotiate new product pricing with vendors utilizing your legal department for support and guidance. 

  

How do you take advantage of the disruptive technology and business changes impacting the market for IT and business process services?

Ensure your staff brings key skills and knowledge in new product ideas/concepts and troubleshooting. 

  

Are direct data changes to database prevented, are strong passwords used in the operating system?

Secure that your company is designing, developing, and operating key system products and services. 

  

Has the directorate put in place a governance structure to monitor and track project management?

Establish that your staff manages analytical, environmental, micro, and product testing at all locations. 

  

### SYSTEMS:

  

How do you drive performance and value from your vendors?

Lead Vendor Management to ensure Third Parties hosting systems containing organization confidential data are appropriately vetted and recertified annually for SOC 2 Type 2 compliance. 

  

Did your organization receive training in acquisition reform and innovative commercial contracting practices?

Make sure your workforce manages integration management systems for security systems, availability, administration, operational processes, vendor management, and best practices across the enterprise. 

  

Are the outsourcing objectives aligned with the overall business strategy and the target operating model?

Design server, and security related solutions, including equipment, software, operating systems, and vendor management for the entire enterprise across all locations. 

  

How are you going to manage software that is developed (and/or managed) by a third party, are you augmenting vendor management to reduce risk?

Certify your strategy is responsible for vendor management, partner governance, and oversight to deploy systems which are complete, designed and managed over life cycles. 

  

Does the senior leadership relevant to the change visibly and continually support the PSM change?

Provide expertise in both the business process and the systems that support that process. 

  

How do you get involved with other business units?

Make sure your operation is involved in professional engine control and data acquisition systems, hardware, and software tools. 

  

Does the need to report externally encourage managers to devote more attention to risk management?

Make headway so that your design manages data, systems, and programs for performance and learning management. 

  

How do you monitor, track, delegate or revoke access?

Establish that your staff is integrating requirements with current systems and business processes. 

  

Is there an adequate number of authorized vendors operating in the area to meet participant demand?

Confirm that your strategy sets up, install and repair hardware, software, or peripheral end user equipment, following design or installation specifications ensuring proper installation of cables, operating systems, and appropriate software. 

  

Is the vendor operating like a strategic partner working with you to transform your IT infrastructure?

Ensure your organization performs vulnerabilities remediation on Operating Systems and application environments. 

  

### PROCESS:

  

How do changes in procedures and support systems affect people and structures in your organization?

Develop and lead strategy for workflow automation, project management support, vendor management, and governance process around learning operations. 

  

Does the system allow for methods that provide ease of navigation through it for public users that is intuitive?

Safeguard that your group manages process design and documentation methodologies, and design and production of quality deliverables, process and use case modeling, business case development. 

  

How do you differentiate among failures due to poor implementation, failures due to process changes that were flawed or inappropriate, and failures due to poor contractor performance?

Make sure your organization develops and maintains documentation related to business process or system changes. 

  

Have any contracting positions been upgraded to reflect the more sophisticated skill levels required to implement acquisition reform and innovative commercial contracting practices?

Be certain that your team learns to participate in brainstorming sessions to develop process streamlining initiatives and improve business practices. 

  

How do advantages stack up against a production system that has been optimized for throughput?

Collaborate throughout your organization to ensure the purchasing process is streamlined, turn around times optimized, and level of service best in class. 

  

How do you differentiate between failures due to poor implementation, failures due to process changes that were flawed or inappropriate, and failures due to poor contractor performance?

Coordinate the implementation of system and process changes, quality controls and audit recommendations to ensure compliance with legislation, policies and procedures and continuous improvement. 

  

Can a practice work with more than one health IT vendor to meet the requirements of the model?

Partner with business/operations/product and program teams to consult, develop and implement KPIs, automated reporting/process solutions and data infrastructure improvements to meet business needs. 

  

Do you have a process in place to identify if unapproved changes are occurring to production data?

Be confident that your design facilitates the approval, prioritization and sourcing process for organization approved capital items. 

  

What industry standards or frameworks are being followed to ensure packaging is tamper evident?

Confirm that your strategy ensures standard policies, process, procedures are followed to ensure efficient and effective operation of delegated functions and compliance with regulations. 

  

How do you monitor and track anomalous product or service behavior?

Make headway so that your process benefits and impact on other business processes and/or system priorities.
