When risk management is mentioned in the general rhetoric of supply chain management, a high level of sharing of risks and benefits between partners in a supply chain is often per definition, or implicitly, related to a high level of integration between the same partners. The purpose of this paper is to explore what risk management strategies and methods on order related risks that are used by suppliers in different interorganizational relationships. The various factors in focus in this study are factors related to risks from obsolescence in physical flows and acquisitions of equipments when a supplier accepts an order. In a network of logistic and managing directors, risk management issues in interorganizational settings were discussed on several seminars. The observed risk management methods and strategies among the organisations in the study suggest that they tend to view obsolescence risks more as pure risks in the least integrated relationships, and more as speculative risks in the most integrated relationships. However, they tend to limit the speculative risk management to modifications of system outcomes, not modifications of exposure. Nor do they balance the risk/utility level towards the customers. It is thus a relatively static approach to risk management with no changes of risk targets.