The BS standard is a Collaborative Business Relationship System that can help you develop effective joint ventures, particularly with supply chain partners. It provides you with the tools you need to access new services, improve contract opportunities, and combine resources. Implementing this Collaborative Business Relationship System can support your growth strategy. The BS standard can help your business by improving communications with your business partners. It shows you how to define roles and responsibilities with partners, which will strengthen your business relationships.

Author:Arabar Donris
Country:French Guiana
Language:English (Spanish)
Published (Last):15 December 2011
PDF File Size:7.72 Mb
ePub File Size:7.65 Mb
Price:Free* [*Free Regsitration Required]

ISO is the international standard will supersede BS which it is largely based on by late It is a framework for helping organisations to prepare for, select and maximise the benefits of strategic relationships. It can be flexibly applied to specific partnerships, large collaborative projects or groups of organisations focussing on common goals e.

It was designed over many years and reflects best practice in forging mutually beneficial relationships. It is an integrated framework covering all organisational factors which could impact a strategic alliance and its collective abilities to achieve joint goals.

It addresses not only collaborative processes but also the importance of having the right people and right behaviours. It challenges organisations to have an overarching rationale for strategic collaboration with its senior leadership fully committed. It also requires collaboration risks and opportunities to be fully integrated into its corporate planning and resourcing.

A more detailed approach can then be developed for specific collaborations, resulting in a Relationship Management Plan for that collaboration. Clause 4: A overarching rationale for the adoption of a collaborative business relationship approach. Clause 7: The necessary resources and collaborative competencies to ensure collaborative working can be adopted.

This clause is the fundamental core for building relationships. This approach has 8 stages namely:. Clause 9: The necessary arrangements in place to measure collaborative performance and an appropriate management review. Clause A methodology to recognise and correct non-conforming practices and to ensure continual improvement. The first 4 stages of ISO Awareness, Knowledge, Internal assessment and Partner Selection concern the corporate readiness and maturity to enter into strategic partnerships.

They are:. Collaborative approaches will cut across every function in an organisation. The initial key is to ensure that an organisation has a clear mandate and strategy to undertake a collaborative engagement. This must be demonstrably aligned with the vision, values and objectives of the business.

Collaborative working in any form is not an easy option; it requires investment, resource and frequently changes within an organisation. As such it needs sustained backing and focused direction. Having identified the potential for collaboration the next stage is to develop specific strategies and risk management that will deliver the required outcomes.

What do organisations want to achieve, and do they have the skills, to support the complexities of these integrated approaches.

How will they manage knowledge and information flows? What will their customers and markets make of their collaborative approach? Who could they partner with? What would be the impact of withdrawing from collaboration? The exit strategy is often seen as negative although in fact understanding the rules for disengagement focuses the attention on the key issues to make a relationship work.

Most importantly what do the specific risks look like? Every relationship is different whether vertical or horizontal; however, the key issues will be common to most. These are the key factors which ISO captures and provide a common and consistent foundation for collaboration. Most organisations are very good at defining what they want from others but perhaps less willing to assess their own capability to meet the demands of collaboration.

This is not just about processes, procedures, systems and contracts the HARD process issues. It is also a question of the people drivers the so called SOFT issues such as leadership, skills and motivation, which will govern the behaviours and approaches at the working level. Collaborative relationships can be utilised in many different circumstances and finding the right partner should not be left to chance.

Too often the selection process is by default or based on long term experience in a traditional relationship. This may not always be the best criteria. An existing supplier for example may not be the best choice when considering a more integrated approach. It is important to understand the differing dynamics of a collaborative approach and assess the strengths and weaknesses whatever the route to selection. Some of the key requirements both planned and actual are:.

Once the partner s are selected the focus shifts to ensuring that the relationship is placed on a sound foundation. Establishing the right platform on which to create a collaborative relationship is crucial. Clearly there will need to be an agreed contract however it is important to work jointly on setting out the appropriate governance model that will support collaborative working.

In finalising the contracting arrangement this should where possible incorporate the key requirements and principles for collaboration including the need to address operating practice and the systems to be employed to manage the operations. Experience suggests that relationships will tend to plateau over time if not driven to maintain continual improvement and very importantly joint innovation. The relationships which are particularly focused on long term benefit must maintain a relevance to markets and customer needs.

A major value from collaborative approaches comes from the ability to share ideas and harness alternative perspectives. Those that look for additional benefit often exceed their original objectives and perform much better overall.

Business relationships are likely change over time. This may be because of either internal and external factors or pressures. Even where partners have invested in creating a firm foundation and governance the people involved will develop or move on, which will change the dynamics of the relationship.

This is a strong reason for embedding the collaborative practices in the operating model. In order continuously to achieve performance goals it is crucial to establish a programme that works to maintain a sustainable relationship through ongoing joint management. The exit strategy whilst shown as the last stage is a key aspect that should be addressed as part of the initial thinking and carried throughout the whole life cycle of the relationship. The exit strategy should not be confused with contract termination which whilst important addresses another aspect of relationships with suppliers.

The strategy should focus on how the parties plan to disengage when necessary and ensure effective business continuity and customer support. This is particularly important in supply chain programmes where services and outsourcing programmes are involved and may for regulatory or competitive reasons require periodic re-tendering. A strong relationship will recognise the value of looking to monitor the changes and ensure that the concerns and needs of each partner are duly addressed.

It is important to ensure that whilst one initiative may come to its useful end others may and should emerge from successful collaboration. The implication of terminating an agreement and how this is viewed internally and externally is crucial to the reputation of the parties. Whilst it may be appropriate to cease activity, it is important to understand how this is presented and interpreted will influence the way each party proactively approaches disengagement.

Find out how you can win more business and drive down your costs - contact us now to book your free consultation with one of our Senior Directors. Home Collaboration. Download Our Free Guide Find out how you can win more business and drive down your costs - contact us now to book your free consultation with one of our Senior Directors. Book An Appointment Now. All Rights Reserved. This site uses cookies. By continuing to browse the site you are agreeing to our use of cookies. Find out more here Hide.


Guide to BS 11000 / ISO 44001

ISO specifies requirements for the effective identification, development and management of collaborative business relationships within or between organizations. Check out our FAQs. Buy this standard. Application of ISO can be on several different levels, e. CHF Buy. Life cycle A standard is reviewed every 5 years 00 Preliminary.

LEY 20370 PDF

ISO 44001:2017

ISO is now aligned to the high level structure that covers some ISO management system standards, and incorporates the eight stage life cycle model that was the basis for BS to help business partners maximize the value of collaborative working:. The Institute for Collaborative Working, which promotes BS and ISO , argues that there is a case for this standard because "as [businesses] see greater reliance on external parties to deliver solutions and an increase on contracting for outcomes, the emphasis on collaborative working will grow". From Wikipedia, the free encyclopedia. ISO is now aligned to the high level structure that covers some ISO management system standards, and incorporates the eight stage life cycle model that was the basis for BS to help business partners maximize the value of collaborative working: Operational awareness Knowledge Internal assessment Partner selection Working together Value creation Staying together Exit strategy implementation BS was formally launched at the House of Lords in London on 7 December Retrieved 15 March

Related Articles