ISO Central Secretariat
1, ch. de la Voie-Creuse
Case postale 56
CH - 1211 Genève 20
Switzerland
Telephone
Fax
E-mailWeb+ 41 22 749 01 11+ 41 22 733 34 30
central@iso.org
www.iso.org

TMB / NWIP

TO THE ISO MEMBER BODIES

2013-04-11

New work item proposal – Collaborative business relationship management Framework
Dear Sir or Madam,
Please find attached a new work item proposal submitted by BSI (UK) on Collaborative
business relationship management - Framework. It should be noted that, if the NWIP isapproved, the work is proposed to be carried out in a Project Committee.
You are kindly invited to complete the ballot form (Form 05) which could be downloaded atwww.iso.org/forms and send it, preferably in Word format, to the Secretariat of the ISO
Technical Management Board at tmb@iso.org before 11 July 2013.

Yours faithfully,

Sophie Clivio
Secretary to the Technical Management Board

Encl: NWIP (Form 04)
Annex B - Purpose and Justification for NWIP Collaborative business relationship management
Justification Study
BS 11000-1:2010 - Collaborative business relationships – Part 1: A framework specification

FD/TMB_NWIP_CL

NEW WORK ITEM PROPOSAL
Closing date for voting

Reference number(to be given by the Secretariat)

Date of circulation

January 2013

ISO/TC

Secretariat

BSI

/ SC

N

Proposal for new PC

A proposal for a new work item within the scope of an existing committee shall be submitted to the secretariat of that committee with a copy to
the Central Secretariat and, in the case of a subcommittee, a copy to the secretariat of the parent technical committee. Proposals not within thescope of an existing committee shall be submitted to the secretariat of the ISO Technical Management Board.
The proposer of a new work item may be a member body of ISO, the secretariat itself, another technical committee or subcommittee, ororganization in liaison, the Technical Management Board or one of the advisory groups, or the Secretary-General.
The proposal will be circulated to the P-members of the technical committee or subcommittee for voting, and to the O-members for information.
IMPORTANT NOTE: Proposals without adequate justification risk rejection or referral to originator.
Guidelines for proposing and justifying a new work item are contained in Annex C of the ISO/IEC Directives, Part 1.

Proposal (to be completed by the proposer)
Title of the proposed deliverable.
(in the case of an amendment, revision or a new part of an existing document, show the reference number and current title)

English title

Collaborative Business Relationship Management – Framework

French title(if available)

Scope of the proposed deliverable.

This International Standard will specify requirements for supporting collaborative relationships by providing an effective
framework for organizations to identify, establish, maintain, improve and exit collaborative inter-firm relationships. This
international standard will provide guidance on the processes required to develop and manage collaboration – interorganizational relationships such as formal and informal partnerships, alliances, joint-ventures, and collaborative supply
chain arrangements – and to optimise the value of such relationships.
The standard will help to support the development and management of collaborative business relationships between
independent/discrete organizations. It will be applicable to organizations of all sizes from large multinational corporations tomicro–small businesses and can apply to several different types of relationship for example:• a single application (internal divisional relationships, single project or programme, merger and acquisition);• a specific relationship (a business partnership or joint venture);• multiple-enterprize relationships (alliances, consortia, networks, and end-to-end supply chains).
The adoption of collaborative working may complement and enhance existing business relationship by promoting activities
and behaviours that adds value to all the parties involved. It can provide a more effective way of working and help to build amore 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 development of a new ISO standard for optimising collaborative relationships is also intended to complement andenhance 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 freecompetition. BS 11000-1 2010 Collaborative Business Relationships - a framework specification is attached and will be
used as the base document for this International Standard, though the Intenational Standard will be developed using theAnnex SL structure.

FORM 4 (ISO) v. 2012

Page 1 of 4

New work item proposal

Purpose and justification of the proposal.

Please see Annex B

If a draft is attached to this proposal,:Please select from one of the following options (note that if no option is selected, the default will be the first
option):Draft document will be registered as new project in the committee's work programme (stage 20.00)
Draft document can be registered as a Working Draft (WD – stage 20.20)
Draft document can be registered as a Committee Draft (CD – stage 30.00)
Draft document can be registered as a Draft International Standard (DIS – stage 40.00)
Is this a Management Systems Standard (MSS)?
Yes

No

Note from ISO/CS: The attached Justification Study has been reviewed and approved by the ISO/TMB MSS Task Force
Indication(s) of the preferred type or types of deliverable(s) to be produced under the proposal.
International Standard

Technical Specification

Proposed development track

1 (24 months)

Publicly Available Specification
2 (36 months - default)

Technical Report
3 (48 months)

Known patented items (see ISO/IEC Directives, Part 1 for important guidance)
Yes

No

If "Yes", provide full information as annex

A statement from the proposer as to how the proposed work may relate to or impact on existing work, especiallyexisting ISO and IEC deliverables. The proposer should explain how the work differs from apparently similar work,
or explain how duplication and conflict will be minimized.

BSI has identified some related and complementary but non-conflicting work within ISO. The ISO TC 223 WG 1 Societal
Security is developing ISO CD2 22397 Societal security – Guidelines for establishing partnership agreements amongorganizations. The WG 1 is developing partnership guidelines in the event of business resilience issues. It does not deal
with strategic approaches to collaborative working focussed on internal resource configuration, ongoing relationshipmanagement and joint-working practices. However, if a new ISO PC is established to look at Collaborative RelationshipManagement more generically, then a liaison with ISO TC 223 WG would be established. The NWIP proposed by BSI
looks to cover the wider holistic framework for collaborative working, not a specific sectoral, industry or businessapplication.
The work of ISO TC/PC 259 Outsourcing is focussed on outsourcing guidelines for business service providers. The work iscomplementary as outsourcing is one kind of potential collaborative business relationship but can be operated on a purelytransactional basis. Again, a new ISO PC and field of activity around Collaborative Relationship Management would look
more broadly at strategic partnerships, joint-ventures and other collaborative arrangements of which outsourcing can be justone.
BSI is aware of a new field of technical activity submitted by AFNOR (France). ISO/TS/P 233 – Innovation process:interaction, tools and methods - specifically for fostering innovation and intellectual property in a collaborativeenvironment. Also a new proposal by ABNT on Research, development and innovation, again where projects may occur ina collaborative environment. Both new proposals are related and compatible although this proposed international standard
will address the wider strategic approach to collaboration of which research and development and collaborative innovation
are two aspects.
Each of the existing projects or new proposals identified above focus on specific types of business relationship or
partnerships developed to achieve a specific outcome. A new proposal would be of benefit in providing the building blocks
and the framework to foster better awareness of good practices in collaboration more generically and at a strategic level.
This could be applied internally and to both new and existing relationships, such as supply chain collaboration or jointventures, regardless of their type or application. However, coordination with the related work will be required to manage
and maximise compatibility and synergy between projects.

FORM 4 (ISO) v. 2012

Page 2 of 4

New work item proposal

A listing of relevant existing documents at the international, regional and national levels.
DIN EN 303212: 2010 Airport Collaborative Decision Making (A-CDM) - Community Specification for application under
the Single European Sky Interoperability Regulation EC 552/2004
ISO 10845-6:2011 Construction procurement -- Part 6: Participation of targeted partners in joint ventures in contracts
CWA [CEN Workshop Agreement] 15847:2008 Innovation, coordination and collaboration in service driven manufacturing
supply chains. Reference model for industrial services
ISO 14001 Environmental management systems - Requirements with guidance for use
ISO/IEC 17021 Confomity assessment - Requirements for bodies providing audit and certification of management systems
A simple and concise statement identifying and describing relevant affected stakeholder categories (including small
and medium sized enterprises) and how they will each benefit from or be impacted by the proposed deliverable(s)Government or other large purchasers (including industry) are key stakeholders that may be impacted and achieve benefit
from implementing the proposed deliverable. The UK government has seen benefits such as increased efficiencies and lower
costs from adopting collaborative arrangements with their supply chains (See Annex B and Justification Study annex forfurther details). In the UK, the government and other large supply chains have been using the BS 11000 standard to support
collaborative working on long-term projects and this has extended from aerospace/defence to infrastructure projects anddelivery of industrial services. The rail sector, Network Rail, has implemented the BS 11000 framework standard on major
infrastructure projects to support its collaborative relationships and has seen benefits from an increased structure andimproved process for relationship management.
This new standard will help to support the effective identification, development and management of collaborative business
relationships for organizations of all sizes. SMEs can see benefits from collaboration and partnerships as a source ofinnovation and competitive advantage. Collaboration with supply chains can also help SMEs foster more sustainable andefficient relationships. Large contractors working to collaborative approaches are more likely to support SMEs in their
supply chain.
Liaisons:

Joint/parallel work:

A listing of relevant external international organizations
or internal parties (other ISO and/or IEC committees) to
be engaged as liaisons in the development of thedeliverable(s).

Possible joint/parallel work with:IEC(please specify committee ID)

CEN(please specify committee ID)

Other(please specify)

ISO TC 223 Societal Security WG 1
ISO TC 259 Outsourcing
The International Association for Contract and Commercial
Management (IACCM)
The Chartered Institute for Purchasing and Supply (CIPS
Global)European Logistics Users Providers & Enablers Group(ELUPEG)A listing of relevant countries which are not already P-members of the committee.

Preparatory work (at a minimum an outline should be included with the proposal)
A draft is attachedAn outline is attachedAn existing document to serve as initial basis

The proposer or the proposer's organization is prepared to undertake the preparatory work required
Proposed Project Leader (name and e-mail address)

BSI to confirm.

FORM 4 (ISO) v. 2012

Yes

No

Name of the Proposer(include contact information)

Amanda Richardson, Head of International Policy, BSI
amanda.richardson@bsigroup.com
Page 3 of 4

New work item proposal

Supplementary information relating to the proposal
This proposal relates to a new ISO document;This proposal relates to the amendment of existing ISO document
This proposal is for the revision of an existing ISO document;This proposal relates to the adoption as an active project of an item currently registered as a Preliminary Work Item;
This proposal relates to the re-establishment of a cancelled project as an active project.
Other:
Annex(es) are included with this proposal (give details)

Annex B: Purpose and Justification
BS 11000-1:2010 Collaborative business relationships Part 1: A framework specification
Justification Study

FORM 4 (ISO) v. 2012

Page 4 of 4

Annex B NWIP for Collaborative business relationships

Annex B
Purpose and Justification for NWIP Collaborative relationshipmanagement
Collaborative relationships between organizations can take place in a variety of forms (see Figure 1 on nextpage) such as single organizations in partnership, business agreements or networked relationships involving
multiple parties
Collaborative relationships can deliver a wide range of benefits which enhance competitiveness andperformance such as better cost management, improved efficiency, resource and risk management as well asdelivering incremental business value and innovation to customers. Effective collaboration can create anenvironment that promotes trust between organizations based on a shared understand and communication.
This may increase an organization’s ability to deliver joint efficiency improvements, challenge traditional
working practices, explore new ways of working, enhance transparency and openness, strengthen their ability
to challenge and innovate; and to understand mutual governance and assurance processes.
Although collaborative relationships and the benefits may be commonly associated with large public andprivate enterprises (e.g. public-private partnerships or supply chain collaboration) they may extend to small
and medium-sized organizations. SMEs can benefit from collaboration by sharing resources and skills, andworking together to enhance competitive advantage and respond to changes in the market.
Businesses and public bodies are entering into collaborative arrangements with their extended supply chain,multi-national partners and overseas divisions to reach new territories. As such collaboration is becoming
truly international. There is however an absence of a global common language or framework for collaboration
to underpin and facilitate national or cross-border partnerships in order to help organizations manage thepotential value and risks associated with collaboration. Equally on a national level there appears to be limited
guidance available.
Recent global research published in January 2013 strongly suggests that government and business should
better recognise the value of collaborative efforts. A study of over 2,000 decision makers from 12 countries
across government, business and non-governmental organizations by research agency PSB and Bank ofAmerica found that nine out of 10 believe greater collaboration between business, government and othersectors is essential for global economic recovery. These findings align with research conducted in the UK by
the National Audit Office highlighting the potential value government can achieve in their relationships with
suppliers by adopting collaborative arrangements. Further details are provided in the Justification Studyannex.
An international standard could provide good practice for managing collaborative relationships and help
establish a common language and set of benchmarks for supporting effective collaboration. This could
facilitate benefits of joint-working on a global scale by supporting and fostering cross-border partnerships andcollaboration as an emerging practice.
Such new work in this area would be clearly distinct whilst complementary to the work of ISO TC 223 Societal
Security WG 1 – specifically related agreements between organizations to manage business resilience issues.
A generic over-arching framework to underpin and support collaborative relationship management at a
strategic (internal) and operational (external) level would therefore add value if adopted both independently
and supplementing, supporting and providing the wider context for these other areas of standardisation.
In the UK BSI has seen benefits from the development and publication
Page 1 of 2

Annex B NWIP for Collaborative business relationships

in 2010 of BS 11000-1, the first formal standard for collaborative relationship management. The intent of thisstandard is to establish a consistent but flexible framework that can be applied by organizations of all sizes.
BS 11000 has been received positively by organizations of all sizes and from a variety of industries(aerospace and defence, engineering, manufacturing, construction, infrastructure, business services) andfrom government supply chains in the UK. This has included local and central government, with BS 11000
framework approach to collaboration being used to help establish and support the effective delivery of
specific long-term infrastructure and technology projects in complex supply chains settings. The BS 11000
framework approach has also gained support overseas with the US Department of Defence recognising its
potential value as an enabler to collaboration and sustainable partnership building.
The eight-stage framework specified in the BS 11000-1 standard reflects the overall life cycle of acollaborative relationship to assist organizations to assess and develop their own particular approach tocollaborative business relationships. It is intended that BS 11000 – attached to this proposal - will be used as
the base document for this international standard.
An international standard for collaborative relationship management could stimulate a greater understandingof collaboration globally and facilitate improvements in multi-national business relationships. This could beachieved by establishing a commonly recognised approach, language and set of guiding principles tounderpin business relationships, improve trust and communication between partner organizations –ultimately optimising the outcomes of collaboration. Subsequently with good practices embedded the risks
commonly associated with entering into (or from exiting) such relationships may be reduced for individual
firms and more sustainable business relationships and models seen.

BS 11000-1 Collaborative Business Relationships

Page 2 of 2

Justification Study
for an ISO International Standard on

Collaborative Business RelationshipManagement – Requirements
January 20131

Contents
Overview, Purpose and Scope of the MSS

3

Principle 1 - Market Relevance7

Principle 2 - Compatibility

12

Principle 3 - Topic coverage

14

Principle 4 - Flexibility

15

Principle 5 - Free Trade16

Principle 6 - Applicability of Conformity

17

Principle 7 - Exclusions

18

Principle 8 - Ease of Use

18

2

Overview, Purpose and Scope of the MSS
1. Purpose and scope
What is the proposed purpose and scope of the MSS? Is the document supposed to be a
guidance document or a document with requirements?
The proposed standard would specify requirements (a “Type A” ISO MSS) and is intended toprovide organizations with a framework to help them establish and manage theircollaborative business relationships.
The International Standard is intended to provide organizations with the components of aneffective relationship management framework that can be integrated with other management
systems.
This standard is intended to facilitate trade and complement existing procurement
arrangements, to encourage cross border business networks and promote good internal
partnering and relationship management practices.
This International Standard will specify requirements for supporting collaborative relationshipby providing an effective framework to help organizations to identify, establish, maintain,
improve and exit collaborative inter-firm relationships. This international standard will also
provide additional informative guidance.
The international standard will help to support the development and management ofcollaborative relationships between discrete organizations whether private or public sector. It
will be applicable to organizations of all sizes and can apply to several different types ofrelationship such as:• a single project or programme• a specific relationship (a business partnership or joint venture);• a multi-enterprise relationships (alliances, consortia, networks and end-to-end supply
chains).
The International Standard is intended to encourage the adoption of collaborative working
practices that will complement and enhance existing business relationships by promoting acollaborative environment and behaviours which may create increased performance.
Proposed Scope statement:This International Standard specifies requirements for the effective identification,
development and management of collaborative business relationships between discreteorganizations. It is applicable to organizations of all sizes from large multinational
corporations to micro/small businesses. The application of this international standard is
tailored to the size of the organization involved.
Implementation of this international standard can be on several different levels, for example:3• a single application (operating division, single project or programme, mergers andacquisitions);• 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 tomaintain open and free competition. The adoption of a collaborative relationship standard isalso intended to complement and enhance existing contracting processes. Collaborative
approaches are expected to be able to operate in unison with either legislative andregulatory requirements or policies, whether corporate or governmental, aimed at ensuring
open and free competition.
This international standard will not cover business-to-consumer relationships or employer–
employee relationships.
2. Type of product to be produced
Would the proposed MSS work item result in an International Standard (IS), an ISO(/IEC)
Guide, a Technical Specification (TS), a Technical Report (TR), a Publicly Available
Specification (PAS), or an International Workshop Agreement (IWA)?
The proposal would result in an International Standard (IS) specifying requirements for amanagement system (a “Type A” ISO MSS and will be drafted according to the Annex SL.
3. Inclusion of product specifications, test methods etc
Does the proposed purpose or scope include product (including service) specifications,product test methods, product performance levels, or other forms of guidance or
requirements directly related to products produced or provided by the implementing
organization?
The proposed purpose or scope of the International Standard does not include any type of
guidance or requirements for products or services produced or provided by an implementing
organization.
4. Responsibility for the proposed MSS
Is there one or more existing ISO committee or non-ISO organization that could logicallyhave responsibility for the proposed MSS? If so, identify.
There are no existing ISO committees that could practically take responsibility for the
proposed ISO Collaborative Relationship Management standard. However, liaisons would
need to be agreed with ISO TC 223 Societal Security WG1 and ISO TC 259 Outsourcing
and also with, subject to being approved, the ISO work proposed by AFNOR and ABNT on
Innovation Management and Research and Development respectively. A new ISO PC would
be required given the strategic nature of this work in relation to existing fields of activity.
45. Identification of relevant reference materials
Have relevant reference materials been identified, such as existing guidelines or establishedpractices?
Relevant materials have been identified. These include:•

DIN EN 303212: 2010 Airport Collaborative Decision Making (A-CDM) - Community
Specification for application under the Single European Sky Interoperability
Regulation EC 552/2004•

ISO 10845-6:2011 Construction procurement -- Part 6: Participation of targeted
partners in joint ventures in contracts•

CWA [CEN Workshop Agreement] 15847:2008 Innovation, coordination andcollaboration in service driven manufacturing supply chains. Reference model forindustrial services ISO 9001 Quality management systems – Requirements•

ISO 14001 Environmental management systems - Requirements with guidance for
use•

ISO/IEC 17021 Conformity assessment - Requirements for bodies providing audit
and certification of management systems

In addition there are national guidelines and regulations in existence including documents in
the UK.
6. Availability of technical experts to support the standardization work, and theirrepresentation
Are there technical experts available to support the standardization work? Are the technicalexperts direct representatives of the affected parties from the different geographical regions?
The proposed standard is generic and could affect all geographic regions, some of whichhave expressed an interest in supporting this standardisation work.
It will be important to ensure representation from different stakeholders involved incollaborative relationships and supply chain arrangements such as government, industry,and societal stakeholders where applicable. Business networks are a global phenomena andthe representation of technical experts from different geographic locations will be needed toboth support and reflect this.
The proposed base document for this new International standard, BS 11000, has been
adopted by a number of businesses or organizations with global supply chains, including
large public and private sector purchasers. Subsequently, technical experts including
representatives from multinational businesses and supply chains will support thisstandardisation work.
Outside of the UK, awareness of the BS 11000 approach has grown with the US Departmentof Defence acknowledging the framework in their guidance around partnerships. We believe
the procurement, strategic and commercial projects, supply chain and outsourcing
5communities will come together to support the standardisation work with their technicalexpertise and experience.
7. Efforts required to develop the document/s
What efforts are anticipated as being necessary to develop the document in terms of experts
needed and number/duration of meetings?
We estimate that a working group of approximately 20-30 experts (from government,
industry and practitioners) would be needed to develop the document.
We anticipate that the development of the standard would follow the default 3 year track, andwould require between 5-8 face-to-face meetings, each of 2-3 days duration, with additional
inter-meeting working by webinars, conference calls and email exchange.
This work should liaise closely with the development of ISO TC 223 WG 1 Societal Security
and ISO TC 259 Outsourcing.
8. Anticipated completion date
What is the anticipated completion date?
A development track of three years is estimated to be required from the time of approval of
the project and as such estimated publication of Q4, 2016.
9. What sort of document?
Is the MSS intended to be a guidance document, contractual specification or regulatory
specification for an organization?
It is intended to be a (Type A) “Requirements” specification.
The international standard will follow an eight-stage framework that reflects the overall life
cycle of a collaborative relationship to assist organizations to assess and develop their own
particular approach to collaborative business relationships.
The eight-stage framework may follow the following approach:• Stage 1 (Awareness) addresses the overall strategic corporate policy and processes whichlead towards incorporating collaborative working as a recognized approach where it canidentify added value.
• Stage 2 (Knowledge) focuses on the development of knowledge against a specifically
identified opportunity to create a business case and benefits analysis.
• Stage 3 (Internal assessment) is intended to ensure that organizations undertake astructured assessment of their capability and maturity to successfully engage in acollaborative initiative.
• Stage 4 (Partner selection) addresses the need to undertake a structured approached tothe identification, evaluation and selection of appropriate partners.
• Stage 5 (Working together) 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) is specifically focused on the need to establish approaches that
seek to build value out of the joint relationship.
• Stage 7 (Staying together) addresses the need to ensure effective measurement andmonitoring of the relationship to maintain its optimum performance.
6• Stage 8 (Exit strategy) addresses the need to develop and maintain an effective strategy
for disengagement where appropriate.

Principle 1 - Market Relevance
1. Identification of all the affected parties
Have all the affected parties been identified? For example:a) organizations (of various types and sizes): the decision-makers within an organization
who approve work to implement and achieve conformance to the MSS;b) customers/end-users, i.e. individuals or parties that pay for or use a product (including
service) from an organization;c) supplier organizations, e.g. producer, distributor, retailer or vendor of a product, or aprovider of a service or information;d) MSS service provider, e.g. MSS certification bodies, accreditation bodies or consultants;e) regulatory bodies;f) non-governmental organizations.
All affected parties have been identified as follows:
Organizations of various types and decision-makers
Organizations of various type, size and business activity will be affected and may benefit
from the development of this International Standard. This will range from public sector
bodies including local and central government, hospitals to small, medium and large private
enterprise, consultancy practitioners and potentially non-governmental organizations (suchas charities) and education institutions. Many cross-working, public-private partnerships may
also be affected.
The relevant decision makers who would typically use this standard to improve business
relationships, supply chain working or collaboration on projects have been identified. These
would be people in an organization with ownership for procurement arrangements,
contracting, commercial or civil project delivery, partnership working and business
relationship management.
End-users and customers
In terms of customers/end-users, the individuals would be as above but may extend tooperational staff involved in relationship management (account managers, procurement
teams) and those responsible for front-line delivery of commercial projects. This International
Standard will be an internal business document and one used on project or relationshipmanagement by supply chain actors such as suppliers, contractors (e.g. manufacturers,
logistics, distributors or retailers) or service companies. Ultimately end beneficiaries fromcollaboration using this international standard within the public sector or in public-private
partnerships may extend beyond industry such as small and medium-sized enterprises tothe public (tax payers or consumers) where savings, efficiencies or project delivery are
optimised.
Suppliers and regulatory bodies

7

For suppliers and client-organizations entering into business relationships adherence to thisinternational standard will allow them to demonstrate a commitment to building sustainable
relationships and minimise risks to projects or service contracts.

Regulatory bodies may see benefit by improved compliance with regulations by collaboratingorganizations.
Management system service providers. These providers would include certification bodies
providing 3rd party audit or assessment services; independent consultants with responsibility
for supporting the implementation and on-going maintenance of partnering projects or
relationship management, or those providing in-house assessment or training.
2. Need for an MSS
What is the need for this MSS? Does the need exist at a local, national, regional or global
level? Does the need apply to developing countries? Does it apply to developed countries?
What is the added value of having an ISO document (e.g. facilitating communication
between organizations in different countries)?
The need to foster stronger collaborative business relationships applies at a local, national,
regional and global level – with many supply chain arrangements and partnerships alreadytranscending border and local territories as supported by the recent research presented at
the World Economic Forum in Davos (‘The Connection Imperative’ http://about.bankofamerica.com/assets/pdf/Connection-Imperative-Survey-Overview.pdf).
However, multiple barriers can exist including competencies, cultural and trust, issues,commercial factors.
The need to improve supply chain relationship management and for SMEs to access newmarkets exists both in developed and developing countries. Having an ISO document will
facilitate an effective communication tool between organizations in different countries or with
global businesses engaging with organizations at a national level. Providing a common
language and recognised framework methodology will promote effective collaborationinternally and greater interoperability with partners on projects in supply chains or as part ofa holistic approach to business relationship management.
The proposed base document for this international standard, BS 11000, has been adopted
by medium–large organizations including government, private industry and their respective
supply chains. This includes some global businesses who have adopted the standard at aregional (UK) level.
Such organizations include Network Rail, (who operate Britain’s rail infrastructure, who
adopted the framework standard to support collaborative working on major infrastructure
projects),the UK Ministry of Defence (implemented the standard on several technology-led
projects working with partner organizations), Lockheed Martin and Fujitsu Services Limited
Defence and National Security.
Other engineering and construction businesses that have adopted the framework forcollaborative relationship management include Carillion plc and Costain Group. Medium–large sized enterprises offering business services ranging from recruitment to customer andfacilities management services have also adopted the standard. These include EMCOR
Group (UK).

83. Need across sectors
Does the need exist for a number of sectors and is thus generic? If so, which ones? Does
the need exist for small, medium or large organizations?
The need for an International Standard exists across generic sectors and size oforganization as has been demonstrated in the UK. The international standard will havegeneric application. Collaborative working arrangements and partnerships occur commonlyin the aerospace/defence industry sectors, in construction and infrastructure, technology andtelecommunications, services and on government and community projects. The need applies
to large private and public organizations but also SMEs.
4. Importance of the needIs the need important? Will the need continue? If yes, will the target date of completion forthe proposed MSS satisfy this need? Are viable alternatives identified?
Collaboration, whether collaborative supply chain arrangements, joint-ventures, business
partnerships, is emerging as the need to foster more sustainable, efficiency and value-added
relationships continues. Many organizations are looking to collaboration as a means foraccessing new resources and capabilities, as an alternative to merger and acquisition orinternal investment. However, there can be risks associated with failing to manage
collaborative business relationships effectively and a standard is needed to ensure suchrisks, such as contractual issues, trust factors or reputational damage from failingpartnerships, are managed and minimised.
On a global scale collaboration may support cross-border connectivity; economic recovery
and regeneration (see Point 5 below for research). A generic International Standard could
play a key role in helping establish the basis for collaborative working on a global scale.
Collaborative arrangements in government supply chains have been shown to deliver
financial benefits including efficiencies and savings. Research conducted in the UK by the
National Audit Office (A Review of Collaborative Procurement across the Public Sector, May2010) found that a strong majority of the UK government’s collaborative procurement
arrangements achieved better value for money as a result.
The target date for the completion of this proposed MSS would meet this need.
5. Determination of the importance of the need
Describe how the need and importance were determined. List the affected parties consulted
and the major geographical or economical regions in which they are located.
Academic research has highlighted the potential benefits that can be achieved fromcollaboration and the importance in managing collaborative relationships effectively torealise this value 1. This has extended to the need for formalised collaborative relationshipmanagement 2. Collaboration can also be a source of innovation 3. Interest in the BS 11000
1

Cao, M. and Qingyu, Z. (2010) Supply Chain Collaborative Advantage: A firm’s perspective. Int. Journal of
Production Economics, 128, pp. 358-367

2

Daugherty, P.J., Glenn Richey, R., Roath, A.S., Min, S. Chen, H., Arndt, A.D., Genchev, S.E. (2006) ‘Is
collaboration paying off for firms?’, Business Horizons, 49, pp.61-70.

9standard from organizations both inside and outside of the UK has demonstrated thisinterest in achieving and maximising the potential value from collaboration more effectively 4.
Academic research exploring the drivers for collaboration, the potential benefits associatedwith it ranging from competitive advantage to cost savings, the capabilities andcompetencies required for it to be effective; and the role of collaboration in fostering moresustainable supply chain relationships can be found below.
Wagner, S.M., Eggert, A. and Eckhard, L. (2010) ‘Creating and appropriating value incollaborative relationships’, Journal of Business Research, 63, pp.840-848.
Zacharia, Z.G., Nix, N.W., Lusch, R.F. (2011) Capabilities that enhance outcomes of an
episodic supply chain collaboration. Journal of Operations Management. 29, pp. 591-603
Nyaga, G.N, Whipple, J.M and Lynch, D.F. (2010) ‘Examining supply chain relationships: Do
buyer and supplier perspectives on collaborative relationships differ?’, Journal of Operations
Management, 28, pp. 101-114.
Key independent studies
In addition to the study highlighted above, BSI conducted a survey of key decision makers
also in 2010. This survey found potential benefits of collaboration to include:• reduced operating costs, simplified processes, performance (73%)• market access and growth
58% of organizations surveyed were using a framework to underpin collaborative working.
Common barriers included culture, tendering processes.
In terms of the global need for collaboration, at the recent World Economic Forum in Davos2013 a survey by PSB of more than 2,000 decision makers across government and nongovernmental organizations recognised the potential role collaboration has to play in global
economic development and recovery.
The research highlighted that collaboration between business, government and other sectors
is essential for global economic recovery and that governments and business should assert
the value of greater connectivity and collaborative working. The survey highlighted a need tolead with best practice, by developing leaders to encourage collaborative thinking and forbusiness to provide examples of valuable partnerships. Its findings supported cross-sector
connectivity and economic benefits from projects including public-private partnerships to
educational projects and economic regeneration.
The survey was conducted across 12 countries. To access the full survey, visit
http://about.bankofamerica.com/en-us/partnering-locally/world-economic-forum-2013.html.

3

Greer, C.R. and Lei, D. (2012) ‘Collaborative Innovation with Customers: A Review of the Literatureand Suggestions for Future Research’, International Journal of Management Reviews, Vol. 14 pp.6384.

4

Hawkins, D. and Little, B. (2011) ‘Embedding collaboration through standards – part 1’, Industrial
and Commercial Training, 43 (2) pp. 106 - 112

10

The work of ISO TC 223 WG 1 and ISO TC 259 has indicated a growing international
interest in the need to implement efficient processes and management structures tounderpin business relationships and to ensure that performance is optimised and that risks
are minimised.
6. Known or expected support for the proposed MSS
Is there known or expected support for the proposed MSS? List those bodies that haveindicated support. Is there known or expected opposition to the proposed MSS? List thosebodies that have indicated opposition.
There is awareness of the proposed standard amongst the members of ISO TC 223
Societal Security WG 1 and also ISO TC 259 Outsourcing and there was some interestand support voiced for it.
In the last 18 months the US Department of Defence has acknowledged the BS 11000
approach and its principles and framework in its guidance in the context of sustaining
private-public partnerships.
There is no known opposition to the proposed MSS.
7. Expected benefits and costs to organizations
What are the expected benefits and costs to organizations, differentiated for small, medium
and large organizations if applicable? Describe how the benefits and the costs were
determined. Provide available information on geographic or economic focus, industry sector
and size of the organization. Provide information on the sources consulted and their basis(e.g. proven practices), premises, assumptions and conditions (e.g. speculative or
theoretical), and other pertinent information.

The benefits have already been detailed above and can range from greater efficiencies,
financial benefits, sustainable business relationships and lower risk both financial andreputational to collaborative projects and relationships. Much of the national researchavailable in the UK focuses on the potential benefits associated with collaboration (sources
provided above in Points 4 and 5 above).
Many organizations are already involved in collaborative business relationships with supply
chains (suppliers, contractors or clients) or stand-alone partnerships. There can be costs
associated with collaboration such as dedicated investment in capital and resources both
physical and human. Adopting the international standard may generate some additionalcosts but it is intended to help identify and manage costs in a more transparent and riskbased approach. It is not envisaged that implementing the standard would generatesignificant additional costs beyond those already associated with collaboration.
For large purchasing organizations benefits of implementing the standard may include
increased value from their existing collaborations or the ability to more efficiently identify new
business relationships. The associated benefits may include lower costs or tendering time
for purchasers, for suppliers more sustainable, efficient relationships or greater productivity.
For SMEs, benefits such as greater competitive edge, market and supply chain access may
be achieved where a benchmark for collaborative working is in place internally and with theircustomers. Effective collaborative relationship management with an international standard
11

intends to encourage organizations to establish better processes for identifying partnerorganizations and to foster communication.
8. Benefits and costs to other affected parties
What are the expected benefits and costs to other affected parties (including developing
countries)? Describe how the benefits and the costs were determined. Provide any
information regarding the affected parties indicated.
This is covered in the above section Point 7.
9. Expected value to society
What will be the expected value to society?
As part of global economic development collaborative working between organizations at aregional, national or global level may have a key role to play both in facilitating more
effective commercial projects and development projects. This is detailed above. The PSB
survey of 2013 supported cross-sector connectivity and economic benefits from collaborative
working such as on public-private partnerships and educational partnerships, and identified
the potential for social and economic regeneration where collaboration on specific initiatives
has occurred. A leading example is the regeneration of the area surrounding the site of the
London 2012 Olympic Games.
The development of an international standard is intended to help organizations to ensurethat collaborative working is optimised and the value from it better realised by all
stakeholders. This may be seen in more efficient spending, the effects of joint-working andcross-sharing of skills, competences and resources, or more sustained business
relationships. An international standard is required to provide the basis for the engagement
between organizations and to ensure collaborative working at an internal level is supported
and managed effectively.
10. Other Risks
Have any other risks been identified (e.g. timeliness or unintended consequences to a
specific business)?
No other risks have been identified or are anticipated.

12

Principle 2 - Compatibility
1. Overlap with other ISO or non-ISO standards
Is there potential overlap or conflict with other existing or planned ISO or non-ISO
international standards, or those at the national or regional level? Are there other public or
private actions, guidance, requirements and regulations that seek to address the identified
need, such as technical papers, proven practices, academic or professional studies, or any
other body of knowledge?
No conflicting existing or planned national or ISO international standards have been
identified. Some national guidance exists on approaches to collaboration but this is nonconflicting.
There is a link with some existing and proposed International standards (previously
identified. It is anticipated that the resulting standards will be complementary. The proposedinternational standard intends to provide an over-arching generic framework to manage
collaboration at a strategic and operational level but does not focus on specific industries orenvironmental applications associated with collaborative working.
Existing standards
A small number of related existing ISO or national standards were identified and none weredeemed to be conflicting or as having significant overlap. These are designed to haveapplication to a specific sector, setting or contractual relationship.
ISO 10845-6 Construction procurement - Part 6: Participation of targeted partners in joint
ventures in contracts.
CWA 15847:2008 Innovation, coordination and collaboration in service-driven manufacturing
supply chains – reference model for industrial services.
Both documents will be considered by the project committee developing this newinternational standard.
Ongoing standards development
In terms of ongoing standards development ISO TC 223 Societal Security WG1 isdeveloping ISO 22397 (currently at CD2) related but non-conflicting guidelines forestablishing partnership agreements in a business resilience application. WG 1 is aware of
the proposed new International Standard which will provide a broader and more strategic
framework for collaboration.
ISO PC 259 (currently at CD1) is writing guidelines for Outsourcing relationships between
clients and providers. Outsourcing contracts are a form of collaborative business relationshipalthough they can be transactional and not fully collaborative. Again this new International
standard is intended to be complementary and the Technical Committee responsible isaware of this proposal and of the national standard BS 11000-1.
New proposals
A new field of technical activity on Innovation process interaction, tools and methods –submitted by AFNOR (France) will also need to be considered. ISO/TS/P 233 – Innovation13

process: interaction, tools and methods – is proposed specifically for fostering innovationand intellectual property in a collaborative environment. This is a sub-element of the broader
intention for this proposed international standard which is designed to operate at an earlier
and more strategic level. The same is true of a new ISO field of activity proposed by ABNT–
Research, development and innovation – Process management. R&D projects can becollaborative but are not always designed to be so. This proposed international standard
would be complementary to the above new ISO proposals if approved.
There is a plethora of academic studies on collaboration business relationships, partnerships
and the known benefits or risks associated.
Legislation and Regulation
The adoption of a collaborative relationship standard is intended to complement andenhance 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 and trade.
2. Compatibility with other ISO or non-ISO standards
Is the MSS or the related conformity assessment activities (e.g. audits, certifications) likely to
add to, replace all or parts of, harmonize and simplify, duplicate or repeat, conflict with, ordetract from the existing activities identified above? What steps are being considered toensure compatibility, resolve conflict or avoid duplication?
There will be some compatibility with those standards listed above in 3.1 but this is unlikely
to cause duplication or conflict to assessment activities. Harmonisation is not intended but itis hoped that the projects will be complementary.
3. Proliferation of MSS
Is the proposed MSS likely to promote or stem proliferation of MSS at the national orregional level, or by industry sectors?
It is likely that the proposed ISO MSS would stem proliferation of MSSs at the national orregional level, and by industry sector.
The proposed ISO standard is likely to be adopted as an identical standard (allowing fortranslation differences and modification aligned with Annex SL) providing a genericframework for relationship management. There may be potential advantages to be gained bydifferent countries or industry sectors developing a common approach to relationshipmanagement and collaborative working that is not covered by other existing standards.
Supporting standards alongside this new International Standard, such as guidance, could be
developed at a regional level to aid implementation and application into specific sectors if
necessary.

14

Principle 3 – Topic coverage
1. Application of the MSS for a single specific sector
Is the MSS for a single specific sector?
The proposed ISO MSS is not intended for any single specific sector. It would be applicable
to all sectors.
2. Referencing or incorporating existing ISO MSSWill the MSS reference or incorporate an existing, non-industry-specific ISO MSS (e.g. fromthe ISO 9000 series of quality management standards)? If yes, will the development of the
MSS conform to the ISO/IEC Sector Policy (see 6.8.2 of ISO/IEC Directives, Part 2), and anyother relevant policy and guidance procedures (e.g. those that may be made available by arelevant ISO committee)?
The proposed ISO standard is likely to reference:• ISO/IEC Directives, Part 1, Procedures Specific to ISO, 2012, Annex SL• ISO/IEC Directives Part 2 6.8.2, Rules for the structure and drafting of International
Standards (Sector Policy)• ISO 9001 Quality management systems- Requirements• ISO 19011:2011 Guidelines for auditing management systems
3. The need for particular sector-specific deviations from a generic MSS
What steps have been taken to remove or minimize the need for particular sector-specificdeviations from a generic MSS?
The scope of the proposed ISO MSS may require future sector-specific or applicationspecific deviations from the generic MSS. Some of which may already be in development
under existing technical committees as identified above. However it is expected that thegeneric approach of the intended international standard will minimise the needs for extensive
sector variations aside from guidance. The ISO PC responsible for this project will throughliaisons ensure that wider needs are considered and that any existing or planned work
coordinated.

15

Principle 4 – Flexibility
Will the MSS allow an organization competitively to add to, differentiate or encourage
innovation of its management system beyond the standard?

The proposed international standard would enable an organization to establish andimplement collaborative business relationships management at varying degrees ofcomplexity, size and scale. From collaborative working at a single business-to-business levelor for a single project basis to collaboration with multiple organizations or as a holistic
methodology (applying to all their business relationships). The application of thisinternational standard could be tailored to the size of the organization involved.
Therefore the proposed ISO MSS would be transferable to small and medium-sizedenterprises to large organizations alike regardless of sector, size or complexity as
appropriate to the nature of its activities, products, services; its known or perceived risks andorganizational culture.
An individual organization, relationship or project could choose to implement the standard toreach a higher level of competence in terms of collaborative working to which there may be
added value associated. The international standard would encourage those involved incollaborative relationship management to innovate through continual improvement. The
application of the international standard could vary from a supply chain setting in theengineering industry to a marketing venture between two organizations.
The drive for achieving a higher level of competence and/ or innovation can be forcompetitive advantage, market differentiation, or excellence in service delivery – dependingon the sector in which the organization operates. It is also the intention that organizations will
work with and incorporate contracting organizations, suppliers, customers and otherbusiness partners within the scope of the management system on a relationship or projectbasis in order to improve supply chain efficiencies, business performance, productivity, or
customer engagement – any of which may result in competitive advantage. Collaborative
working to the ISO MSS or beyond its minimum requirements may also facilitate greaterlevels of innovation and access to new markets or territories.

16

Principle 5 - Free Trade
1. How the MSS facilitates or impacts global trade
How would the MSS facilitate or impact global trade? Could the MSS create or prevent atechnical barrier to trade?
It is intended that the MSS would facilitate, support and foster greater global trade byremoving barriers to collaboration by introducing a common and recognised approach. The
deployment of collaborative approaches does not deflect from any requirements to maintain
open and free competition.
2. Possible technical barrier to trade for small, medium or large organizations
Could the MSS create or prevent a technical barrier to trade for small, medium or largeorganizations?
The proposed ISO MSS could facilitate trade for organizations of all sizes by providing:• a recognised framework or qualification for preferred provider status when tendering
for contracts,• provide assurance in complex supply chains and projects of a commitment tocollaborative working• by assisting small and medium-sized enterprises in partnering to access newmarkets, customers and territories
The proposed international standard would not create a technical barrier.
3. Possible technical barrier to trade for developing or developed countries
Could the MSS create or prevent a technical barrier to trade for developing or developed
countries?
The deployment of collaborative approaches does not deflect from any requirements tomaintain open and free competition in any market/region. As with 5.1 and 5.2 the proposed
standard should help remove existing barriers.
4. Use of the proposed MSS in government regulations
If the proposed MSS is intended to be used in government regulations, is it likely to add to,
duplicate, replace, enhance or support existing governmental regulations?
Collaborative approaches are expected to be able to operate in unison with either legislativeand regulatory requirements or policies, whether corporate or governmental, aimed atensuring open and free competition. The proposed ISO MSS is likely to support existing
governmental procurement regulations, it could help organizations meet such regulations.

17Principle 6 - Applicability of Conformity
1. Methods of demonstrating conformance
If the intended use is for contractual or regulatory purposes, what are the potential methods
to demonstrate conformance (e.g. first party, second party or third party)? Does the MSS
enable organizations to be flexible in choosing the method of demonstrating conformance,
and to accommodate for changes in its operations, management, physical locations andequipment?
The proposed ISO MSS:
- could be used for contractual purposes, for example central government procurement
processes- would allow for first, second, or third party methods to demonstrate conformance- would enable organizations to be flexible in choosing the method of demonstrating
conformance, and to accommodate for changes in their operations, management,
physical locations and equipment
2. Benefits and costs of registration/certification
If third-party registration/certification is a potential option, what are the anticipated benefits
and costs to the organization? Will the MSS facilitate joint audits with other management
system standards or promote parallel assessments?
For the proposed ISO MSS the primary benefits of third party certification include:--

greater assurance to internal and external stakeholders: customers, suppliers,
contractors, regulators due to the independence of the certification audits anddemonstration of ongoing commitment to the implementation of the standard
improved supply chain efficiency or reduced project riskincreased confidence from partner organizations and suppliers, customers inorganizations ability and commitment to collaboration. Reputational benefits.

The costs of third-party registration/certification include:• Staff training• audit preparation costs• audit costs• registration fees.
The use of the Annex SL will ensure that the proposed standard is fully aligned with as manyother MSS as possible or where relevant, to enable joint audits wherever possible.

18Principle 7 - Exclusions
Does the proposed purpose or scope include product (including service) specifications,product test methods, product performance levels, or other forms of guidance or
requirements directly related to products produced or provided by the implementing
organization?
No it does not.

Principle 8 - Ease of Use
No questions directly refer to the principle 8 "ease of use", but it should guide thedevelopment of the deliverable
A degree of technical competence will be required to implement the standard at a strategicand operational level. However, those personnel in the relevant roles such as seniorprocurement, commercial projects and supply chain or partnering managers likely to be
involved will have experience of many of the elements. Where this is not the case, theinternational standard will provide some level of guidance on implementation.

19