Simulated portfolio. Everything here is a simulated case study using synthetic data about a fictional company. It is not client work, a real audit, a certification or an assurance opinion.
ASSURANCE: GRC, IT audit, technology risk

Case studies / Third-party risk

Simulated case study: fictional company (Northstar Financial Technologies), synthetic data, no real audit or client.

3. Third-party risk assessment and remediation program

Three vendor cases: Stratwick (Tier 1, residual High, conditionally approve); Pinebrook (Tier 3, residual Medium, conditionally approve); Lumenvale (Tier 2, residual High, restrict). The tracker holds 20 issues, 5 overdue.

Simulated. Simulated case study: fictional company (Northstar Financial Technologies), synthetic data, no real audit or client. Findings, people, vendors and metrics on this page are invented. Nothing here is a real audit result or an assurance opinion.
Diagram: Third-party risk lifecycle
Six stages of the vendor lifecycle from intake to monitoring, with tiering and evidence assessment before a decision.

Why it matters to the business

The business context. Northstar's services depend on outside parties: its vendor inventory lists 9 suppliers. The most important, Stratwick Managed Hosting Inc., supplies “Managed database hosting and disaster-recovery site for the payments environment”. The service is rated Critical, it holds Restricted data, it has privileged connectivity, it is hard to replace, and its contract ends on 2027-03-31, so a renewal decision is coming.

What is at stake. The register scores “Critical vendor failure” (R-06: 15 out of 25 before controls, recorded residual 8) and “Vendor data exposure” (R-07: 12 out of 25 before controls, recorded residual 9). A company can outsource a service but not its accountability. If a vendor's independent assurance report stops months short of today, or a security certificate is claimed but cannot be produced, the recorded residual score is not supported, and no one is told. Reviewing every vendor in depth is impossible, so the real question is where to spend effort and how to judge the evidence that comes back.

Who relies on the work. The Head of Procurement runs the process. The Head of Payments Engineering owns the critical relationship. The Chief Risk Officer accepts the residual risk for the most important vendors. Each needs a decision they can defend: approve, approve with conditions, restrict or reject, with the conditions, owners and dates written down.

What the business needs from this work.

  • Effort in proportion to risk, through a transparent tiering method rather than treating every vendor alike.
  • A judgement about how reliable each piece of evidence is (independently verified, verified with limits, self-reported or missing), not a count of questionnaires returned.
  • Issues tracked to closure with ageing and escalation, so a gap does not sit open until the renewal.

What this shows about how I work. It reads vendor evidence critically, distinguishes inherent from residual risk, links the vendor's gaps to the customer's own controls, and turns a due-diligence pack into a decision with conditions. That goes well beyond collecting questionnaires.

Approach

Tier is a transparent score of six ordinal factors (criticality and data sensitivity weighted double; privileged connectivity, concentration, regulatory relevance and substitutability weighted once), with override rules. Inherent risk comes from tier; residual risk comes from evidence: each required evidence area is rated by how reliable it is (independently verified, verified with limitation, self-reported or missing), and the number of weak areas moves residual risk down, hold or up one level. Decisions carry conditions with owners and dates, and every issue is tracked with age, overdue days and an escalation level.

What is automated, and what is not

Automation here means scripts that run the same way every time on synthetic data. It is not a live connection to any real system. The table separates what a script does from what still needs judgement.

Automation in this case study (simulated, synthetic data)
What is automatedHowWhere in the repositoryWhat a person still does
Vendor tierA weighted score of six factors with override rules gives Tier 1, 2 or 3scripts/build_p3.py, p3_config.pyChoosing the factor weights and the override rules
Residual riskThe count of weak evidence areas moves residual risk down, holds it or raises it one levelscripts/build_p3.pyRating how reliable each piece of vendor evidence is
The remediation trackerAge, overdue days and escalation level for 20 issues are calculated from the dates and the written escalation rulescripts/build_p3.pyChasing the vendor and validating the closure evidence
Packs and the questionnaireThree assessment packs, decision memos and a questionnaire workbook with drop-down answers are generatedscripts/build_p3.pyWriting the conditions and the decision rationale

Re-run it. bash scripts/build_all.sh rebuilds everything from the synthetic data in 22 steps and runs 92 automated tests. The single script is named in each row.

Vendor decisions

Vendor assessments (simulated)
Stratwick Managed Hosting Inc.Tier 1HighHighConditionally approve
Pinebrook Print and Mail Ltd.Tier 3LowMediumConditionally approve
Lumenvale AI Ltd.Tier 2MediumHighRestrict

Stratwick (V-01) is the critical hosting provider: its independent assurance report leaves 2026-04-01 to 2026-09-30 uncovered and excludes the disaster-recovery site, so residual risk stays High. Pinebrook (V-02) is a low-criticality print vendor whose inherent risk is Low but whose residual risk rises to Medium because 22 questionnaire questions went unanswered and a claimed ISO/IEC 27001 certificate was not produced. Lumenvale AI (V-03) is restricted because its retention and training terms are unconfirmed.

Remediation tracker

Vendor issue tracker as of 2026-09-30 (simulated)
TPR-001V-01Independent assurance reportHighOpen13NoNone
TPR-002V-01Access controlHighIn progress13NoNone
TPR-003V-01Access controlHighIn progress13NoNone
TPR-004V-01Subcontractors and subprocessorsHighOpen13NoNone
TPR-005V-01Business continuity and recoveryHighOpen13NoNone
TPR-006V-01Penetration testingHighClosed8NoNone
TPR-007V-02Independent assurance reportLowOpen44YesHead of Procurement
TPR-008V-02Retention and deletionMediumOpen13NoNone
TPR-009V-02Subcontractors and subprocessorsMediumOpen44YesHead of Procurement
TPR-010V-02Business continuity and recoveryLowClosed40NoNone
TPR-011V-02Access controlMediumOpen13NoNone
TPR-012V-03Independent assurance reportHighOpen13NoNone
TPR-013V-03Retention and deletionHighOpen13NoNone
TPR-014V-03Subcontractors and subprocessorsHighOpen44YesHead of Procurement
TPR-015V-03Incident notificationHighOpen13NoNone
TPR-016V-03Business continuity and recoveryHighOpen44YesHead of Procurement
TPR-017V-03Penetration testingLowOpen44YesHead of Procurement
TPR-018V-03Model training and data useHighOpen13NoNone
TPR-019V-03Access controlHighOpen13NoNone
TPR-020V-03EncryptionHighOpen13NoNone

What management should do

Obtain a bridge letter from Stratwick as a condition of the renewal discussion, confirm that Northstar's own leaver and MFA findings (the user-entity controls it must operate) are closed, and hold Lumenvale to written retention and no-training commitments before any use case depends on it (see Project 4).

Uncertainty and limitations

  • Only 3 of 9 inventory vendors were assessed. Vendor documents are synthetic and no real vendor is represented.
  • The scoring is a transparent ordinal heuristic, not a validated model; the assumptions that would change each rating are listed in the vendor risk register.

Downloads

Every file below is generated by this repository's scripts and listed in the download index.

Sources

  • S001: The NIST Cybersecurity Framework (CSF) 2.0 (NIST CSWP 29) (NIST), verified

See the full source register.

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