Third-party concerns. Investigations that clarify the facts.
Investigate suppliers, partners, service providers, intermediaries and clients when concerns involve hidden connections, conflicts of interest, collusion or irregularities in documents, deliveries and billing.
Scope and deliverables defined for your business.
BARUCH / ANALYSIS AND EXECUTIONInvestigation report
01 / When it makes sense
A delivery does not match the invoice, there are signs of favouritism or undisclosed connections, or emails and digital invoices attributed to a supplier contain discrepancies. The investigation examines facts and relationships following a concern; Due Diligence supports risk assessment before engaging a third party or proceeding with a transaction.
Procurement, Compliance, Legal, Internal Audit and finance and operations managers who need to investigate incidents involving third parties.
In practice
Hypothetical examples of situations where this solution can help your organisation.
A supplier repeatedly wins contracts and may have undisclosed connections to those approving them. The investigation compares relationships, bids, deliveries and payments to clarify the facts and support decisions about the business relationship.
There are signs of hidden connections between a receivables seller, debtors and intermediaries, alongside inconsistent receivables documentation. The investigation provides evidence and a relationship map to guide further checks and decisions about the transaction.
A contractor submits charges that do not match the services performed. Documents, digital records and field checks within the agreed scope help establish what happened and define steps to correct, renegotiate or end the engagement.
02 / From analysis to decisions
03 / Your deliverables
Choose an option to see an example deliverable.
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A timeline, findings, documents and physical and digital evidence related to the concerns. The report identifies sources and distinguishes supported findings from inconclusive matters.
Illustrative structure. No client data or results.
| Focus | Illustrative example | Interpretation / next step |
|---|---|---|
| Submitted invoice | Supplier Alpha invoiced 120 units against order EX-01. | Illustrative document EX-02 |
| Recorded delivery | Receipt EX-03 records 80 units against the same order. | A 40-unit discrepancy to clarify |
| Verification needed | Check partial deliveries, returns and the basis for the invoice. | Indicator of inconsistency; no fraud conclusion |
Illustrative example: comparing the order, invoice and receipt identifies a discrepancy. The investigation verifies its cause before attributing responsibility.
Content and depth are defined according to your project scope.
Identified connections between companies, shareholders, intermediaries and others involved, with supporting records and links requiring further investigation.
Illustrative structure. No client data or results.
A corporate record links the supplier to Company Beta.
Illustrative source EX-04; check dateAlso appears among the quotations for the same contract.
Compare bids and responsible partiesVerify whether the connection was disclosed and whether it influenced selection or invoicing.
Hypothesis to investigate; not proof of collusionThe map connects companies, documents and decisions, with a source for each relationship. Identified connections and hypotheses remain distinct from conclusions supported by the investigation.
Content and depth are defined according to your project scope.
Response priorities, referrals to responsible teams and improvements to procurement, delivery verification, payment approval and third-party management, based on the findings.
Illustrative structure. No client data or results.
Gather supporting records, verify the operation and compare the supplier's account with the evidence.
Record confirmed facts and open questionsPresent findings to Procurement, Finance and Legal to assess a dispute, contract review or recovery claim.
Measures depend on the facts and contractImprove delivery checks and relationship verification before further approvals.
Actions tied to identified weaknessesThe deliverable organises evidence, gaps and next steps to support the company's decision. This example is not a client case and does not predict an investigation's outcome.
Content and depth are defined according to your project scope.
Which decision should this deliverable support?
Tell us what you need04 / The work
Explore the stages of the work. The scope starts with your context, available information and the decision your business needs to make.
We identify the third parties, contracts, transactions and incidents to investigate. With procurement and operational owners, we agree the questions, records to preserve and authorised sources.
We cross-check contracts, documents, delivery records, payments and communications made available for review. We examine corporate and personal connections, with interviews and field verification when included in scope, using lawful sources and respecting data protection requirements.
We present documented facts, discrepancies and questions that remain unresolved. We organise the evidence and recommend action on contracts, payments and controls to support management and legal assessment.
05 / A tailored scope
Combine the capabilities your challenge requires.
We investigate physical and digital facts by cross-checking documents, operational records and relationships between those involved. Interviews and field verification may form part of the agreed scope, using lawful sources and authorised access while respecting data protection requirements.
Deliverable: An investigation report with findings, a timeline and evidence, a relationship map and an action plan supporting commercial, operational and legal decisions, alongside improvements to third-party processes and controls.
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Baruch · Physical and cyber fraud
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