BS 11000-1:2010 specifies requirements for the effective
identification, development and management of collaborative
business relationships between discrete organizations. It is applicable
to organizations of all sizes from large multinational corporations to
micro/small businesses.
The application of BS 11000-1:2010 has to be tailored to the size
of the organizations involved.
Application of and/or compliance with BS 11000-1:2010 can be on
several different levels, for example:
- a single application (including operating unit, operating division,
single project or programme, mergers and acquisitions);
- an individual relationship (including one-to-one relationships,
alliance, partnership, joint venture);
- multiple identified relationships (including multiple partner
alliances, consortia, joint ventures, networks, and end-to-end
supply chains);
- full application companywide for all identified relationship types.
The adoption of collaborative working complements and enhances
the operation of existing business activities to provide an improved relationship that adds value to the parties involved. It can provide
a more effective way of working and help to build a more strategic
environment that opens the way to create increased performance.
The deployment of collaborative approaches does not deflect from
any requirements to maintain open and free competition.
The adoption of a collaborative relationship standard is also intended to
complement and enhance existing contracting processes. Collaborative
approaches are expected to be able to operate in unison with either
legislative and regulatory requirements or policies, whether corporate
or governmental, aimed at ensuring open and free competition, such as
the European Procurement Directives [1 and 2].
BS 11000-1:2010 does not cover business-to-consumer relationships
or employer-employee relationships.
The eight-stage framework specified in this British Standard reflects the
overall life cycle of a collaborative relationship to assist organizations
to assess and develop their own particular approach to collaborative
business relationships. These are reflected in the three distinct phases
of development, Strategic, Engagement and Management, as shown
in Figure 2. It is recognized that in some cases, organizations might not
through their specific operating practices execute programmes strictly
in accordance with the order of the elements included but would
overall address all aspects as appropriate to their business requirements.
The key eight stages are as follows.
- Stage 1 (Awareness). Clause 3 addresses the overall strategic
corporate policy and processes which lead towards incorporating
collaborative working as a recognized approach where it can
identify added value.
- Stage 2 (Knowledge). Clause 4 focuses on the development of
knowledge against a specifically identified opportunity to create
a business case and benefits analysis.
- Stage 3 (Internal assessment). Clause 5 is intended to ensure that
organizations undertake a structured assessment of their capability
and maturity to successfully engage in a collaborative initiative.
- Stage 4 (Partner selection). Clause 6 addresses the need to
undertake a structured approached to the identification,
evaluation and selection of appropriate partners.
- Stage 5 (Working together). Clause 7 focuses on ensuring that
the partners establish the appropriate operational structure,
governance, roles and responsibilities to effectively achieve
desired business objectives.
- Stage 6 (Value creation). Clause 8 is specifically focused on the
need to establish approaches that seek to build value out of the
joint relationship.
- Stage 7 (Staying together). Clause 9 addresses the need to ensure
effective measurement and monitoring of the relationship to
maintain its optimum performance.
- Stage 8 (Exit strategy). Clause 10 addresses the need to develop
and maintain an effective strategy for disengagement where
appropriate.
Whilst these stages are shown as a linear set of activities, it is recognized
that in many cases this will be a series of iterative processes in the light
of information obtained, the assessment of it and lessons learned,
both inside each individual phase and between phases. For example,
during the Strategic phase, aspects relating to the decisions on who to
collaborate with, and why, are likely to be re-assessed and modified.
In the Engagement phase, information arising during the process will
influence which partners to work with, and could modify or change
the arrangements for or contents of the relationship between the
parties. During the lifetime of the Management phase, changes arising
internal to the business or between the parties, or from external
factors, will often impact on the outcomes and processes. In addition,
the experiences gained from the set?up and running of collaborative
business relationships are likely to be fed through to their overall
strategy and future direction.
It is also probable that, in some cases, existing relationships might
start from differing points in the process. It is recommended that
in these cases, organizations should address the earlier stages to
establish a firm platform before moving forward. It should also
be recognized that after evaluation of the potential benefits and
challenges, some relationships might not warrant the investment
required for following the collaborative working process, such as
purely transactional activities.
Cross References:BS 11000-2
BS EN ISO 14001:2004
2004/18/EC
2004/17/EC
Replaces PAS 11000:2006 which remains current.
All current amendments available at time of purchase are included with the purchase of this document. | File Size : | 1
file
, 2.9 MB |
| ISBN(s) : | 9780580695629 |
| Note : | This product is unavailable in Ukraine, Russia, Belarus |
| Number of Pages : | 46 |
| Product Code(s) : | 30212011, 30212011, 30212011 |
| Published : | 10/31/2010 |
