Description

BS 11000-1:2010 specifies requirements for the effectiveidentification, development and management of collaborativebusiness relationships between discrete organizations. It is applicableto organizations of all sizes from large multinational corporations tomicro/small businesses.

The application of BS 11000-1:2010 has to be tailored to the sizeof the organizations involved.

Application of and/or compliance with BS 11000-1:2010 can be onseveral 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 partneralliances, consortia, joint ventures, networks, and end-to-endsupply chains);

– full application companywide for all identified relationship types.The adoption of collaborative working complements and enhancesthe operation of existing business activities to provide an improved relationship that adds value to the parties involved. It can providea more effective way of working and help to build a more strategicenvironment that opens the way to create increased performance.

The deployment of collaborative approaches does not deflect fromany requirements to maintain open and free competition.

The adoption of a collaborative relationship standard is also intended tocomplement and enhance existing contracting processes. Collaborativeapproaches are expected to be able to operate in unison with eitherlegislative and regulatory requirements or policies, whether corporateor governmental, aimed at ensuring open and free competition, such asthe European Procurement Directives [1 and 2].

BS 11000-1:2010 does not cover business-to-consumer relationshipsor employer-employee relationships.

The eight-stage framework specified in this British Standard reflects theoverall life cycle of a collaborative relationship to assist organizationsto assess and develop their own particular approach to collaborativebusiness relationships. These are reflected in the three distinct phasesof development, Strategic, Engagement and Management, as shownin Figure 2. It is recognized that in some cases, organizations might notthrough their specific operating practices execute programmes strictlyin accordance with the order of the elements included but wouldoverall address all aspects as appropriate to their business requirements.

The key eight stages are as follows.

– Stage 1 (Awareness). Clause 3 addresses the overall strategiccorporate policy and processes which lead towards incorporatingcollaborative working as a recognized approach where it canidentify added value.

– Stage 2 (Knowledge). Clause 4 focuses on the development ofknowledge against a specifically identified opportunity to createa business case and benefits analysis.

– Stage 3 (Internal assessment). Clause 5 is intended to ensure thatorganizations undertake a structured assessment of their capabilityand maturity to successfully engage in a collaborative initiative.

– Stage 4 (Partner selection). Clause 6 addresses the need toundertake a structured approached to the identification,evaluation and selection of appropriate partners.

– Stage 5 (Working together). Clause 7 focuses on ensuring thatthe partners establish the appropriate operational structure,governance, roles and responsibilities to effectively achievedesired business objectives.

– Stage 6 (Value creation). Clause 8 is specifically focused on theneed to establish approaches that seek to build value out of thejoint relationship.

– Stage 7 (Staying together). Clause 9 addresses the need to ensureeffective measurement and monitoring of the relationship tomaintain its optimum performance.

– Stage 8 (Exit strategy). Clause 10 addresses the need to developand maintain an effective strategy for disengagement whereappropriate.

Whilst these stages are shown as a linear set of activities, it is recognizedthat in many cases this will be a series of iterative processes in the lightof 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 tocollaborate with, and why, are likely to be re-assessed and modified.

In the Engagement phase, information arising during the process willinfluence which partners to work with, and could modify or changethe arrangements for or contents of the relationship between theparties. During the lifetime of the Management phase, changes arisinginternal to the business or between the parties, or from externalfactors, will often impact on the outcomes and processes. In addition,the experiences gained from the set?up and running of collaborativebusiness relationships are likely to be fed through to their overallstrategy and future direction.

It is also probable that, in some cases, existing relationships mightstart from differing points in the process. It is recommended thatin these cases, organizations should address the earlier stages toestablish a firm platform before moving forward. It should alsobe recognized that after evaluation of the potential benefits andchallenges, some relationships might not warrant the investmentrequired for following the collaborative working process, such aspurely 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.