Define the issue
An invoice looks inflated, duplicated or issued by a supplier whose work is unclear. Separate whether supply occurred from its price, the authenticity of the record and the authority behind payment.
What should the company review?
Match requisition, quotation, contract, receipt confirmation, invoice and payment. Define the review population: one supplier, contract or period. Do not group unrelated invoices under a single fraud allegation. Establish why beneficiary details changed and how that change was independently confirmed.
- Requisitions, quotations and purchase orders
- Contracts and scope variations
- Goods receipt or service completion evidence
- Invoices, payments and beneficiary details
- Supplier onboarding and interest disclosures
Alternative explanations
An advance, split deliveries or a replacement copy may explain an apparent duplicate. An approved scope change may explain a higher price. Non-delivery, an undisclosed connection or a different beneficiary calls for evidence and explanation; none alone proves fraud.
Legal text and scope
The facts may call for Article 1 of the Anti-Financial Fraud and Breach of Trust Law where appropriation involves deception, or Article 2 where entrusted property and the conduct specified there are involved outside public funds. Characterisation depends on how property was obtained and handled and on the evidence, not on the accounting label. Official Arabic text, Articles 1 and 2.
Professional analysis
Trace forward from purchase request to beneficiary and backward from payment to what the company actually received. Distinguish a poor commercial choice, a breach of internal approval rules and deception used to obtain property. Document authenticity may raise a separate legal question, but calling an invoice fabricated requires examination of its origin, attribution, content and use—not merely its appearance. Tax matters are outside this article.
Hypothetical illustration
Hypothetical example: two documents with the same invoice number may include an unpaid copy. A loss should not be assumed before payments are reconciled. A double payment accompanied by a false receipt record instead requires examination of each act, its author and their knowledge.
A proportionate next step
Preserve originals through lawful authority and need-to-know access. Do not access personal devices or accounts without authority or alter records. Confrontation, reporting, settlement and dismissal are not automatic screening outcomes.
A paid legal consultation can include an initial review of documents within an agreed scope, a meeting to discuss the facts and questions, and a short written summary of options, missing information and the next step in the agreed language. The parties, conflicts, scope and fees must be addressed before work begins. An internal investigation, settlement, complaint or representation requires a separate engagement as needed. Acting for an affected company and defending an individual are separate mandates subject to a conflicts check.
Organise the initial information using NFSh, then see the relevant service.
Related reading: Unremitted employee collections: what should a Saudi company verify? · Company funds used for personal benefit: defining the legal questions
Written references
- Anti-Financial Fraud and Breach of Trust Law (editorial title): https://www.uqn.gov.sa/details?p=17528
- Royal Decree M/79: capital-market fraud exclusion: https://www.uqn.gov.sa/details?p=17541
Related reading
Consultation and next steps
The consultation is paid. Work starts after identifying the parties, checking conflicts and agreeing scope and fees. It includes an initial review of agreed documents, a meeting and a brief written summary of options, missing information and the next step in the agreed language.
Internal investigation, settlement, reporting and representation are separate engagements. Representation of an affected company and defence of individuals are separate routes subject to conflict checks.
Related legal service · An incident or suspicion indicator exists · Preventive organisational review
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