BS 11000-2-2017 Collaborative business relationship management systems Part 2 Guide to implementing BS ISO 44001《合作贸易伙伴关系管理系统 第2部分 BS ISO 44001标准执行指南》.pdf

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1、BS 110002:2017Collaborative business relationship management systems Part 2: Guide to implementing BS ISO 44001BSI Standards PublicationWB11885_BSI_StandardCovs_2013_AW.indd 1 15/05/2013 15:06Publishing and copyright informationThe BSI copyright notice displayed in this document indicates when the d

2、ocument was last issued.The British Standards Institution 2017Published by BSI Standards Limited 2017ISBN 978 0 580 94940 1ICS 03.100.99The following BSI references relate to the work on this document: Committee reference SVS/1/4 Draft for comment 17/30345101 DC Amendments/corrigenda issued since pu

3、blicationDate Text affected BS 110002:2017 BRITISH STANDARD THE BRITISH STANDARDS INSTITUTION 2017 ALL RIGHTS RESERVEDForeword iii0 Introduction 1Figure 1 Relationship between corporate and operational systems 1Table 1 Key elements of the life cycle within BS ISO 44001:2017 2Table 2 Common themes of

4、 relationship management 3Figure 2 Overview of the principal components of successful collaborative business relationships 61 Scope 7Figure 3 BS ISO 14001 adoption flowchart 82 Normative references 83 Definitions 84 Context of the organization 9Figure 4 Potential applications for collaboration 115 L

5、eadership 11Table 3 Policy development 12Figure 5 Overview of governance structure for collaborative working 146 Planning 15Figure 6 Suggested approach to segmentation in business relationships 16Figure 7 Focus on relationship development 177 Support 178 Operation 22Figure 8 Operational awareness St

6、age 1 22Table 4 Examples of benefits from collaborative working 24Table 5 SWOT analysis 25Table 6 Examples of potential risks associated with collaborative relationships 27Figure 9 Knowledge stage 2 28Table 7 PESTLE analysis 29Table 8 Examples of considerations for exit strategy 31Table 9 Example of

7、 knowledge map to consider what can /what could /what cant be shared 33Table 10 Initial analysis of internal risks to effective collaboration 34Figure 10 Internal assessment Stage 3 37Table 11 Maturity assessment profile (MAP) 39Table 12 Key criteria for stakeholder engagement 42Figure 11 Partner se

8、lection Stage 4 43Figure 12 Working together Stage 5 48Table 13 Example of a joint management model 49Figure 13 Communications management model 53Figure 14 Shared information environment 54Table 14 Focusing on collaborative improvements 58Figure 15 Typical dispute resolution process 59Table 15 Key i

9、tems for exit strategy consideration 60Table 16 Examples of contracting terms 63Figure 16 Value creation stage 6 64Table 17 Examples of value creation targets 66Table 18 Example of evaluation criteria for value drivers 67Figure 17 Staying together: Stage 7 68Table 19 Examples of enabling behaviours

10、71Figure 18 Exit strategy: Stage 8 76Table 20 Influences on business continuity 78Contents PageBRITISH STANDARD BS 110002:2017 THE BRITISH STANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED I9 Performance evaluation 7910 Improvement 82Bibliography 83Summary of pagesThis document comprises a front cover,

11、 and inside front cover, pages i to iv, pages 1 to 83, an inside back cover and a back cover.BS 110002:2017 BRITISH STANDARDII THE BRITISH STANDARDS INSTITUTION 2017 ALL RIGHTS RESERVEDForewordPublishing informationThis British Standard is published by BSI Standards Limited, under licence from The B

12、ritish Standards Institution, and came into effect on 30 June 2017. It was prepared by under the authority of Technical Committee SVS/1/4, Collaborative business relationships. A list of organizations represented on these committees can be obtained on request to its secretary.SupersessionThis Britis

13、h Standard supersedes BS 110002:2011, which is withdrawn.Relationship with other publicationsThis British Standard should be read in conjunction with BS ISO 44001, which gives requirements for implementing a strategic framework for establishing and improving collaborative relationships. This British

14、 Standard provides support to organizations seeking to implement the requirements in BS ISO 44001.Use of this documentAs a guide, this British Standard takes the form of guidance and recommendations. It should not be quoted as if it were a specification or a code of practice and claims of compliance

15、 cannot be made to it. Presentational conventionsThe guidance in this standard is presented in roman (i.e. upright) type. Any recommendations are expressed in sentences in which the principal auxiliary verb is “should”.Commentary, explanation and general informative material is presented in smaller

16、italic type, and does not constitute a normative element.Contractual and legal considerationsThis publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application.Compliance with a British Standard cannot confer immunity from legal

17、 obligations.BRITISH STANDARD BS 110002:2017 THE BRITISH STANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED IIITHIS PAGE DELIBERATELY LEFT BLANKBS 110002:2017 BRITISH STANDARD0 Introduction0.1 GeneralThis British Standard aims to provide guidance that supports the effective implementation of BS ISO 4400

18、1 in order to establish and improve collaborative business relationship management systems (CBRMS) in organizations of all sizes. The case for the significant business value and benefits to be derived from collaborative working was made in BS ISO 44001. This guide has been developed, using panindust

19、ry best practice, including the experience of early adopters of BS ISO 44001, to help organizations understand why each element of BS ISO 44001 is important, together with approaches to be taken for practical implementation.In BS ISO 44001, the multidimensional nature of collaborative relationships

20、was specified, many of which have an outward focus, emphasizing the importance of collaboration in managing differing goals, objectives, expectations, cultures and behaviours between organizations. Collaboration can also be used to focus on internal interfaces to optimize existing activities, consol

21、idate internal rationalizations or to speed up the process of integration during acquisitions and mergers; in these circumstances the guidance in this British Standard is also relevant.The structure of this British Standard has been developed to align with BS ISO 44001: High Level Structure (HLS) fo

22、r the establishment of Management Systems Standards. The HLS was structured for individual organizations based on Clause 4 to Clause 10. In developing a standard for collaborative business relationships, the detailed specific requirements for establishing, developing and managing thirdparty relation

23、ships utilizing the 8stage lifecycle model (see Figure 1) have been addressed within Clause 8 (Operations), as in a collaborative relationship, effective operation relies on specific, mutually agreed joint interfaces, processes, roles and responsibilities and might require specific variations to inh

24、ouse processes. Figure 1 Relationship between corporate and operational systemsIn reading this British Standard it might appear that certain recommendations are duplicated. Efforts have been made to delineate between organizations, processes and those requirements which are peculiar to the developme

25、nt and implementation of a specific joint relationship (see Table 1). BRITISH STANDARD BS 110002:2017 THE BRITISH STANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED 1Table 1 Key elements of the life cycle within BS ISO 44001:2017CorporateClauses 47Clause 4Establish the context of the organization and sc

26、ope for collaborative business relationshipsClause 5Establish leadership commitment, policy, roles validate governance structure; define operational objectives Undertake value analysis; prioritize relationships; plan for operational collaboration Develop competences and behaviours Undertake initial

27、risk assessment Establish operational relationship management plan KnowledgeSubclause 8.3 Develop strategy and business case for each collaborative opportunityIdentify specific objectives; implement value analysis; identify potential partners; and develop initial exit strategy Identify key individua

28、ls competences and behaviours; establish knowledge management guidelinesEvaluate supply chain threats and opportunities; implement risk management process; and evaluate business caseIncorporate knowledge into relationship management plan InternalAssessment Subclause 8.4 Establish environment for col

29、laboration; assess strengths and weaknesses Assess collaborative profile Appoint collaborative leadership Define partner selection criteria Implement relationship management plan PartnerSelection Subclause 8.5Nominate collaborative partners evaluation and selection processDevelop engagement and nego

30、tiation strategy for collaboration Initiate engagement, assess joint objectives and joint exit strategy Select preferred partnerInitiate joint relationship management planWorkingTogether Subclause 8.6 Establish joint governance, joint executive sponsorship; validate joint objectives; appoint operati

31、onal leadershipEstablish joint management arrangements, communications plan, joint knowledge management Establish risk management process; review processes and systems; establish measurement for delivery and performance Evaluate competences; issue resolution process; establish joint exit strategy; a

32、nd agreements Implement joint relationship management plan BS 110002:2017 BRITISH STANDARD2 THE BRITISH STANDARDS INSTITUTION 2017 ALL RIGHTS RESERVEDValueCreationSubclause 8.7 Establish value creation processIdentify improvement Establish and monitor improvement targetsUtilize learning from experie

33、nceUpdate joint relationship management plan StayingTogether Subclause 8.8 Maintain oversight by SER and management of the joint relationship Implement monitoring of behaviours, trust and continual value creation Deliver joint objectives and analyse results Implement issue resolution process and mai

34、ntain joint exit strategy Maintain joint relationship management plan Exit strategyActivationSubclause 8.9Initiate disengagement Maintain focus on business continuity Evaluate relationship and lessons learned Assess future opportunities Review and update relationship management plan CorporateClauses

35、 910Monitor and measure performance Undertake exit evaluation Undertake internal audit and management reviewsMaintain focus on continual improvement and nonconformity and corrective actions Update Collaborative business relationship systems, as appropriate This British Standard provides a framework

36、that can be integrated into an organizations established operations, activities, processes and procedures, to optimize the benefits of collaboration between organizations. In this context, the adoption of this collaborative approach enhances and does not detract from the obligations and responsibili

37、ties agreed between the parties and application is commensurate to the size and complexity of the organizations involved.The following additional considerations (0.2 to 0.7) are included to support requirements and thirdparty engagements.0.2 Common themes of relationship management There are a numbe

38、r of common themes throughout the framework which are fundamental to the success of any collaborative venture (see Table 2). These are repeated throughout the lifecycle as their context and application changes at various stages in the relationship, as it develops from internal considerations through

39、 to a joint focus.Table 2 Common themes of relationship managementThemes Corporate(see Clause 4 to Clause 7, Clause 9 and Clause 10)Strategic(see 8.28.4)Engagement(see 8.58.6)Management(see 8.78.8)Visions and values Established at executive level Validated at operational level Assess partners compat

40、ibility Jointly monitored and maintainedBusiness objectives Established aims of the organizationSupported at the operational level Aligned with partners objectivesJointly monitored and maintainedGovernance Overall model for collaboration Operational model, where appropriateSpecific operational adapt

41、ations Joint governance with partners Leadership SER appointed at executive level Appoint operational leader Joint executive/SER sponsorshipJoint operational management Table 1 (continued)BRITISH STANDARD BS 110002:2017 THE BRITISH STANDARDS INSTITUTION 2017 ALL RIGHTS RESERVED 3Themes Corporate(see

42、 Clause 4 to Clause 7, Clause 9 and Clause 10)Strategic(see 8.28.4)Engagement(see 8.58.6)Management(see 8.78.8)Value creation Establish corporate criteria Identify potential added value Assess opportunities for added value Monitor and measure outcomesRisk Management Assess threats from collaboration

43、 Evaluate operational risk Assess joint risk profile Manage and mitigate joint risk Competence and behaviourEstablish corporate requirements Balance with technical capabilitiesAssess partner behaviours and capabilities Develop and improve capabilities as required Knowledge management Establish corpo

44、rate guidelines Assess in context of operational profileEvaluate in context of partnerJointly manage Exit strategy Establish critical impact Assess business continuity impactJointly develop with partner Monitor and implement Relationship management planEstablish corporate process and system Adapt, i

45、f appropriate, operationally Develop specific joint relationship management plan Update as necessary 0.3 LeadershipIn establishing the environment for effective collaboration, the role of leadership top management and senior executive responsible(SER) is crucial at all stages of development in order

46、 to set the desired collaborative culture. This is not only a requirement for the initiating organization but, once partners are selected, they also need to identify their SER to ensure oversight and support. 0.4 RiskCollaborative working could provide an effective basis for reducing risk but increa

47、sing interdependence, which might introduce additional risk that had not previously been identified. The defined processes for risk management should include particular reference to the impacts of collaborative working. Most organizations with mature processes are likely to have a defined approach t

48、o risk management. Therefore, the focus for adoption of collaborative working would be to develop and enhance the process to facilitate a joint approach to risk management activities.0.5 Competence and behaviour Mutual trust is a fundamental facet of any effective collaborative relationship. Trust i

49、s based on a combination of competence and integrity being shown towards others. It is important that policies, processes and governance continuously reinforce the need to ensure optimum performance in each aspect of trust by ensuring that the competences and skills to support specific collaborative goals and operating environments are in place and maintained. In addition, it is critical that all those that are required to collaborate with others a