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Threatsys

Cyber Security Audit & Review

Third-Party & Supply-Chain Risk

Vendor security assessment programmes and continuous supplier monitoring.

Vendor Risk as-a-Service

Every engagement includes manual validation, a two audience report and free re-testing.

Get a scoped quote+91 96682 00222

What this actually is

Your security is now the security of everyone you connect to. Most large breaches of the last few years arrived through a supplier, an integrator or a piece of software somebody else wrote.

Sending a spreadsheet questionnaire once a year is not risk management, it is paperwork. We tier suppliers by the access they actually hold, assess the ones that matter properly, and put continuous monitoring on the critical few.

We also look at fourth parties, because your supplier's supplier is on your network whether you have assessed them or not.

What we go after

  • Supplier inventory and criticality tiering
  • Access and data exposure mapping per supplier
  • Security assessment proportional to risk
  • Contract security clause review
  • Fourth-party and sub-processor mapping
  • Continuous monitoring for critical suppliers
  • Onboarding and offboarding process design
  • Concentration risk analysis

How we run it

  1. 01

    Understand the business

    What you do, what would genuinely hurt if it stopped, and how much risk your board will carry.

  2. 02

    Assess

    People, process and technology together, because attackers do not respect the boundary between them.

  3. 03

    Benchmark and rank

    Where you sit against your peers and your regulator, with findings ranked by real exposure.

  4. 04

    Roadmap

    A sequenced plan with costs attached, so the business case writes itself.

What you receive

  • Tiered supplier register with risk ratings
  • Assessment reports for critical suppliers
  • Contract clause recommendations
  • Ongoing monitoring workflow in GRC 360
  • Board reporting on supply chain risk

Who needs this

Regulated entities with outsourcing obligations, and any organisation whose critical processes depend on suppliers.

How long it takes

Six to twelve weeks to a working programme.

Standards this satisfies

  • ISO 27036
  • RBI outsourcing
  • SEBI CSCRF
  • DPDP Act
  • SOC 2

Why it matters

There is a gap between knowing you have a security problem and knowing which one to solve first. Advisory work exists to close that gap: an independent view of where the risk actually sits, expressed in terms a board can act on and a budget can be built around.

The other reason is availability. Most organisations do not need a full time security leader, but they do need someone to ask before making a decision rather than after. The cost of the wrong architecture choice, or the wrong vendor, dwarfs the cost of the conversation that would have prevented it.

Choose how you want this delivered

Most of the price difference between quotes comes down to this one choice, and it is rarely explained. Pick one to see what it covers, what it suits and what it costs you.

A defined number of days a month with a named advisor who keeps context between conversations. This is what most organisations actually need: not a large project, but someone to ask before making a decision rather than after.

Choose this when

  • Decisions arriving faster than you can hire for
  • You need continuity rather than another report
  • Board or committee reporting on a regular cycle

Effort and cost

Monthly, with a defined day allocation. Far cheaper than a hire and available immediately.

Scope it yourself, before you call anyone

Answer a few questions and you get an indicative number, the working behind it and what your answers tell us. It runs in your browser, so nothing you type reaches us.

1/5

Which framework are you going for?

What we look for, and keep finding

These are the classes of problem this work exists to surface. Not every engagement finds all of them, but these are the ones that turn up often enough to be worth naming.

  • Capability that does not match the risk

    Heavy investment in one area and nothing in another, usually reflecting what a previous incident or a previous hire cared about rather than where the current exposure sits.

  • No owner for the important things

    Ask who owns third party risk, or identity, and the answer is a committee. Controls without a named owner degrade quietly and predictably.

  • Reporting that does not support a decision

    Dashboards full of counts that never answer the question a board actually asks, which is whether we are more or less exposed than last quarter and what it would cost to change that.

  • Unmanaged supplier concentration

    Several critical services resting on one provider, with no assessment of what happens if it becomes unavailable or compromised.

  • Plans that have never been tested

    Incident response and continuity documents that read well and have never been rehearsed. The first rehearsal always finds something, which is the point of having one.

Who runs your engagement

A practitioner, not a presentation

Advisory work is led by someone who has run security operations rather than only advised on them. The test we apply to our own recommendations is whether the person making them has had to live with a decision like it.

Questions we get asked

We have hundreds of suppliers. Where do we start?

Tiering. Typically five to ten percent hold the access that could genuinely hurt you. Assess those properly and handle the rest with lighter-touch controls, rather than doing a mediocre job on everyone.

Often scoped alongside

Ready to scope your third-party & supply-chain risk?

Thirty minutes with a senior engineer, and you leave with a written scope and indicative effort.

Book a 30-min consultation+91 96682 00222