ISO 44001:2017

INTERNATIONAL ISO
STANDARD 44001
First edition
2017-03
Collaborative business relationship
management systems —
Requirements and framework
Systèmes de management collaboratif d’une relation d’affaire —
Exigences et cadre de travail
Reference number
©
ISO 2017
© ISO 2017, Published in Switzerland
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ii © ISO 2017 – All rights reserved

Contents Page
Foreword .vi
Introduction .vii
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 5
4.1 Understanding the organization and its context . 5
4.2 Understanding the needs and expectations of stakeholders . 5
4.3 Determining the scope of the collaborative business relationship management system . 5
4.4 Collaborative business relationship management system . 6
4.5 Creation of value . 6
5 Leadership . 6
5.1 Leadership and commitment . 6
5.2 Policy . 7
5.3 Organization roles, responsibilities and authorities . 7
5.3.1 Top management . 7
5.3.2 Establishment of an organizational governance structure . 7
5.3.3 Senior executive responsible . 8
6 Planning . 8
6.1 Actions to address risks and opportunities . 8
6.2 Collaborative business relationship objectives and planning to achieve them . 8
6.3 Identification and prioritization of collaborative business relationships . 9
6.3.1 General. 9
6.3.2 Identification of opportunities for collaboration . 9
7 Support .10
7.1 Resources .10
7.2 Competence and behaviour .10
7.3 Awareness .10
7.4 Communication .10
7.5 Documented information .11
7.5.1 General.11
7.5.2 Creating and updating .11
7.5.3 Control of documented information .11
7.5.4 Record of collaborative competencies .11
7.5.5 Corporate RMP .12
8 Operation .12
8.1 Operational planning and control .12
8.2 Operational awareness (Stage 1) .12
8.2.1 General.12
8.2.2 Duties of SER .13
8.2.3 Application and validation of operational governance structure .13
8.2.4 Identification of operational objectives and value .13
8.2.5 Establishment of value analysis process .14
8.2.6 Identification and prioritization of collaborative business relationships .14
8.2.7 Development of competencies and behaviour .14
8.2.8 Initial risk assessment .14
8.2.9 Establishment of the RMP .14
8.3 Knowledge (Stage 2) .15
8.3.1 General.15
8.3.2 Strategy and business case.15
8.3.3 Identification of key individuals’ competence and behaviour .17
8.3.4 Knowledge management .17
8.3.5 Supply chain and extended enterprise risks and opportunities .17
8.3.6 Implementation of risk management process .17
8.3.7 Evaluation of the business case . .18
8.3.8 Incorporation of knowledge into the RMP .18
8.4 Internal assessment (Stage 3) .19
8.4.1 General.19
8.4.2 Capability and environment for collaboration .19
8.4.3 Assessment of strengths and weaknesses .19
8.4.4 Assessment of collaborative profile .20
8.4.5 Appointment of collaborative leadership .20
8.4.6 Definition of partner selection criteria .20
8.4.7 Implementation of the RMP .20
8.5 Partner selection (Stage 4) .21
8.5.1 General.21
8.5.2 Nomination of potential collaborative partners .21
8.5.3 Partner evaluation and selection .21
8.5.4 Development of engagement and negotiation strategy for collaboration .22
8.5.5 Initial engagement with potential partners .22
8.5.6 Assessment of joint objectives .22
8.5.7 Assessment of joint exit strategy .22
8.5.8 Selection of preferred partners .22
8.5.9 Initiation of joint RMP .22
8.6 Working together (Stage 5) .22
8.6.1 General.22
8.6.2 Establishment of the joint governance structure .23
8.6.3 Joint knowledge management process .25
8.6.4 Establish joint risk management process .25
8.6.5 Operational process and systems review .26
8.6.6 Measurement of delivery and performance .26
8.6.7 Improvement of organizational collaborative competence .26
8.6.8 Establishment of a joint issue resolution process .26
8.6.9 Establishment of a joint exit strategy .27
8.6.10 Agreements or contracting arrangements .27
8.6.11 Establishment and Implementation of the joint RMP .28
8.7 Value creation (Stage 6) .28
8.7.1 General.28
8.7.2 Establishment of the value creation process .29
8.7.3 Identification of improvement and setting of targets .29
8.7.4 Use of learning from experience .29
8.7.5 Updating of the joint RMP .29
8.8 Staying together (Stage 7) .29
8.8.1 General.29
8.8.2 Oversight by the SERs .30
8.8.3 Management of the joint relationship .30
8.8.4 Implementation of monitoring of behaviour and trust indicators .31
8.8.5 Continual value creation .31
8.8.6 Delivery of joint objectives .31
8.8.7 Analysis of results .31
8.8.8 Issue resolution.31
8.8.9 Maintenance of the joint exit strategy .32
8.8.10 Maintenance of the joint RMP .32
8.9 Exit strategy activation (Stage 8) .32
8.9.1 General.32
8.9.2 Initiation of disengagement .33
8.9.3 Business continuity .33
8.9.4 Evaluation of the relationship .33
8.9.5 Future opportunities .33
iv © ISO 2017 – All rights reserved

8.9.6 Review and updating of the RMPs .33
9 Performance evaluation .33
9.1 Monitoring, measurement, analysis and evaluation .33
9.1.1 General.33
9.1.2 Exit evaluation .34
9.2 Internal audit .34
9.3 Management review .34
10 Improvement .35
10.1 Nonconformity and corrective action .35
10.2 Continual improvement .35
Annex A (informative) Assessment checklist .36
Annex B (informative) Relationship management plan .40
Annex C (informative) Competencies and collaborative behaviour.43
Annex D (informative) Relationship maturity matrix .45
Annex E (informative) Exit strategy .48
Annex F (informative) Description of business relationship types .50
Annex G (informative) Application guidance .52
Bibliography .60
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
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ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
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on the ISO list of patent declarations received (see www .iso .org/ patents).
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For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and
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World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following
URL: w w w . i s o .org/ iso/ foreword .html.
This document was prepared by Project Committee ISO/PC 286, Collaborative business relationship
management – Framework.
vi © ISO 2017 – All rights reserved

Introduction
The aim of this document is to establish the requirements of a strategic lifecycle framework to improve
collaborative business relationships in and between organizations of all sizes. Collaborative business
relationships in the context of this document can be multidimensional (see Figure 1). They can be one-
to-one relationships or networked relationships involving multiple parties.
Figure 1 — Multidimensional relationships
While this document principally addresses the management system of an organization, it also
recognizes that effective collaboration requires two or more organizations to engage together and that
management systems need to accommodate the joint activities of the parties.
In addition to addressing the overall requirements to establish a management system, this document
addresses operational process requirements for specific or individual organizational relationship
engagement (see Clause 8). This document also contains a number of informative annexes to assist the
user. Annex A provides a checklist to assist organizations to implement and meet the requirements of
this document.
Figure 2 illustrates the relationship between clauses of this document and the organization’s systems
and processes.
The framework addresses a number of themes that cascade from the high level management system
and will vary within the context and maturity of a specific relationships lifecycle. These evolving
themes impact the behaviour and organizational culture of collaborating organizations to ensure
they are effective, optimized and deliver enhanced benefit to the stakeholders through collaborative
approaches.
Figure 2 — Relationship between clauses of this document and the organization’s systems and
processes
viii © ISO 2017 – All rights reserved

INTERNATIONAL STANDARD ISO 44001:2017(E)
Collaborative business relationship management
systems — Requirements and framework
1 Scope
This document specifies requirements for the effective identification, development and management of
collaborative business relationships within or between organizations.
This document is applicable to private and public organizations of all sizes, from large multinational
corporations and government organizations, to non-profit organizations and micro/small businesses.
Application of this document can be on several different levels, e.g.
— 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, business
customers, joint venture);
— multiple identified relationships (including multiple partner alliances, consortia, joint ventures,
networks, extended enterprise arrangements and end-to-end supply chains);
— full application organization-wide for all identified relationship types.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at http:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
organization
person or group of people that has its own functions with responsibilities, authorities and relationships
to achieve its objectives (3.8)
Note 1 to entry: The concept of organization includes, but is not limited to, sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated
or not, public or private.
3.2
stakeholder
interested party
person or organization (3.1) that can affect, be affected by, or perceive itself to be affected by a decision
or activity
3.3
requirement
need or expectation that is stated, generally implied or obligatory
Note 1 to entry: “Generally implied” means that it is custom or common practice for the organization (3.1) and
stakeholders (3.2) that the need or expectation under consideration is implied.
Note 2 to entry: A specified requirement is one that is stated, for example in documented information (3.11).
3.4
management system
set of interrelated or interacting elements of an organization (3.1) to establish policies (3.7) and
objectives (3.8) and processes (3.12) to achieve those objectives
Note 1 to entry: A management system can address a single discipline or several disciplines.
Note 2 to entry: The system elements include the organization’s structure, roles and responsibilities, planning
and operation.
Note 3 to entry: The scope of a management system can include the whole of the organization, specific and
identified functions of the organization, specific and identified sections of the organization, or one or more
functions across a group of organizations.
3.5
top management
person or group of people who directs and controls an organization (3.1) at the highest level
Note 1 to entry: Top management has the power to delegate authority and provide resources within the
organization.
Note 2 to entry: If the scope of the management system (3.4) covers only part of an organization, then top
management refers to those who direct and control that part of the organization.
3.6
effectiveness
extent to which planned activities are realized and planned results achieved
3.7
policy
intentions and direction of an organization (3.1) as formally expressed by its top management (3.5)
3.8
objective
result to be achieved
Note 1 to entry: An objective can be strategic, tactical, or operational.
Note 2 to entry: Objectives can relate to different disciplines (such as financial, health and safety, and
environmental goals) and can apply at different levels (such as strategic, organization-wide, project, product, and
process (3.12)).
Note 3 to entry: An objective can be expressed in other ways, e.g. as an intended outcome, a purpose, an
operational criterion, as a collaborative business relationship objective or by the use of other words with similar
meaning (e.g. aim, goal, or target).
Note 4 to entry: In the context of collaborative business relationship management systems (3.4), collaborative
business relationship objectives are set initially by the organization (3.1), consistent with the collaborative
business relationship policy (3.7), to achieve specific results. Once a partner (3.25) is selected, the collaborative
business relationship objectives are incorporated into the joint objectives.
2 © ISO 2017 – All rights reserved

3.9
risk
effect of uncertainty
Note 1 to entry: An effect is a deviation from the expected – positive or negative.
Note 2 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or
knowledge of, an event, its consequence, or likelihood.
Note 3 to entry: Risk is often characterized by reference to potential “events” (as defined in ISO Guide 73:2009,
3.5.1.3) and “consequences” (as defined in ISO Guide 73:2009, 3.6.1.3), or a combination of these.
Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including
changes in circumstances) and the associated “likelihood” (as defined in ISO Guide 73:2009, 3.6.1.1) of occurrence.
3.10
competence
ability to apply knowledge and skills to achieve intended results
3.11
documented information
information required to be controlled and maintained by an organization (3.1) and the medium on
which it is contained
Note 1 to entry: Documented information can be in any format and media, and from any source.
Note 2 to entry: Documented information can refer to:
—  the management system (3.4), including related processes (3.12);
—  information created in order for the organization to operate (documentation);
—  evidence of results achieved (records).
Note 3 to entry: See relationship management plan (3.32).
3.12
process
set of interrelated or interacting activities which transforms inputs into outputs
3.13
performance
measurable result
Note 1 to entry: Performance can relate either to quantitative or qualitative findings.
Note 2 to entry: Performance can relate to the management of activities, processes (3.12), products (including
services), systems or organizations (3.1).
3.14
outsource (verb)
make an arrangement where an external organization (3.1) performs part of an organization’s function
or process (3.12)
Note 1 to entry: An external organization is outside the scope of the management system (3.4), although the
outsourced function or process is within the scope.
3.15
monitoring
determining the status of a system, a process (3.12) or an activity
Note 1 to entry: To determine the status, there may be a need to check, supervise or critically observe.
3.16
measurement
process (3.12) to determine a value
3.17
audit
systematic, independent and documented process (3.12) for obtaining audit evidence and evaluating it
objectively to determine the extent to which the audit criteria are fulfilled
Note 1 to entry: An audit can be an internal audit (first party) or an external audit (second party or third party),
and it can be a combined audit (combining two or more disciplines).
Note 2 to entry: An internal audit is conducted by the organization (3.1) itself, or by an external party on its behalf.
Note 3 to entry: “Audit evidence” and “audit criteria” are defined in ISO 19011.
3.18
conformity
fulfilment of a requirement (3.3)
3.19
nonconformity
non-fulfilment of a requirement (3.3)
3.20
corrective action
action to eliminate the cause of a nonconformity (3.19) and to prevent recurrence
3.21
continual improvement
recurring activity to enhance performance (3.13)
3.22
extended enterprise
associated entities that collaborate directly, formally or informally, in the design, development,
production and delivery of a product or service to the end user
Note 1 to entry: Associated entities include customers, employees, suppliers and distributors.
Note 2 to entry: See supply chain (3.28).
3.23
initiating organization
organization (3.1) initiating the potential relationship
3.24
joint management team
individuals or team agreed between the parties that has day-to-day management of the collaborative
process (3.12) and its performance (3.13) to objectives (3.8) and outcomes
3.25
partner
organization (3.1), or internal group within an organization, participating in the collaborative business
relationship
Note 1 to entry: A partner can be an external organization or an internal group within an organization.
3.26
partner selection criterion
key criterion required to evaluate a potential partner’s (3.25) overall match to principal values and
objectives (3.8) of the collaboration
4 © ISO 2017 – All rights reserved

3.27
senior executive responsible
SER
high level executive person within the organization (3.1), who has the overall responsibility for
authorizing and supporting collaborative programmes and the development of capabilities, together
with any other agreed executive participants with responsibility for the effective implementation and
operation of the collaboration
3.28
supply chain
relationship of organizations (3.1), people, activities, logistics, information, technology and resources
engaged in activities and creating value from point of origin to point of consumption, including
transforming materials/components to products and services for end users
Note 1 to entry: See extended enterprise (3.22).
3.29
alignment
shared and complementary vision, objectives (3.8), strategies and operational processes (3.12) of the
partners (3.25) and mutual interests of the stakeholders (3.2)
3.30
value proposition
promise of measurable benefits resulting from the collaboration
3.31
exit strategy
mutually agreed rules for controlled disengagement
3.32
relationship management plan
RMP
overview that defines the governance processes (3.12) or references to them that defines how a
particular relationship is managed and controlled
4 Context of the organization
4.1 Understanding the organization and its context
The organization shall determine external and internal issues that are relevant to its purpose and
that affect its ability to achieve the intended outcome(s) of its collaborative business relationship
management system.
Organizations shall assess where they are able to harness the benefits of collaborative working and
shall develop their specific processes accordingly.
4.2 Understanding the needs and expectations of stakeholders
The organization shall determine:
— the stakeholders that are relevant to the collaborative business relationship management system;
— the requirements of these stakeholders.
4.3 Determining the scope of the collaborative business relationship management
system
The organization shall determine the boundaries and applicability of the collaborative business
relationship management system to establish its scope.
When determining this scope, the organization shall consider:
— the external and internal issues referred to in 4.1;
— the requirements referred to in 4.2.
The scope shall be available as documented information.
4.4 Collaborative business relationship management system
The organization shall establish, implement, maintain and continually improve a collaborative business
relationship management system, including the processes needed and their interactions, in accordance
with the requirements of this document, as appropriate to the size and complexity of the organization.
4.5 Creation of value
The organization(s) shall determine and define the value added opportunities that can be achieved by
the organization(s) working collaboratively.
These value added opportunities shall be periodically reviewed as part of the organization’s continual
improvement programme. See Clauses 9 and 10.
5 Leadership
5.1 Leadership and commitment
Top management shall demonstrate leadership, accountability and commitment with respect to the
collaborative business relationship management system by:
— ensuring that the collaborative business relationship policy and collaborative business relationship
objectives are established and are compatible with the strategic direction of the organization;
— ensuring the integration of the collaborative business relationship management system requirements
into the organization’s business processes;
— ensuring that the resources needed for the collaborative business relationship management system
are available;
— communicating to relevant stakeholders the importance of effective collaborative business
relationship management and where applicable of conforming to the collaborative business
relationship management system requirements;
— ensuring that the collaborative business relationship management system achieves its intended
outcome(s);
— directing and supporting persons within the participating organizations to contribute to the
effectiveness of the collaborative business relationship management system;
— promoting continual improvement;
— supporting other relevant management roles within the participating organizations to demonstrate
their leadership as it applies to their areas of responsibility.
NOTE Reference to “business” in this document can be interpreted broadly to mean those activities that are
core to the purposes of the organization’s existence.
6 © ISO 2017 – All rights reserved

5.2 Policy
Top management shall establish a collaborative business relationship policy that:
a) is appropriate to the purpose of the organization;
b) provides a framework for setting collaborative business relationship objectives;
c) includes a commitment to satisfy applicable requirements;
d) includes a commitment to continual improvement of the collaborative business relationship
management system.
The collaborative business relationship policy shall:
— be available as documented information;
— be communicated within the organization;
— be available to stakeholders, as appropriate.
The senior executive responsible (SER) shall ensure that within the defined scope of its collaborative
business relationship management system, the policy is applied.
5.3 Organization roles, responsibilities and authorities
5.3.1 Top management
Top management shall ensure that the responsibilities and authorities for relevant roles are assigned
and communicated within the organization.
The organization shall appoint an SER for the development and implementation of the collaborative
business relationship management process with defined responsibility, authority and accountability
for ensuring that the policies, processes, culture and behaviour required are established, implemented
and maintained.
Top management shall assign the responsibility and authority for:
a) ensuring that the collaborative business relationship management system conforms to the
requirements of this document;
b) reporting on the performance of the collaborative business relationship management system to top
management.
5.3.2 Establishment of an organizational governance structure
The organization shall establish and maintain arrangements that promote collaborative working and
provide the authority under which the leaders are empowered to explore the potential value from
collaboration, by ensuring that:
— the organization has a value analysis process that identifies the potential benefits that could be
realized by collaborative working;
— the qualities or ethos of the relationships that are consistent with both the values and purpose of
the organization are established;
— the leaders have a clear mandate within which to progress and develop prospective collaborative
business relationships;
— the governance processes are sufficiently robust to demonstrate effective assurance and
accountability within a collaborative arrangement;
— the governance processes are sufficiently agile and adaptable to ensure that the potential value
could be realized from collaboration;
— there is a clear understanding of expected and acceptable attitudes and behaviour within the
relationships that will foster the desired approach to openness, trust and mutual respect between
the prospective collaborators and their stakeholder groups;
— there is accountability, fairness and transparency in the relationships with partners and sharing of
responsibilities and rights.
5.3.3 Senior executive responsible
The senior executive responsible (SER) is responsible for ensuring performance evaluation and
continual improvement in the activities covered by the collaborative business relationship management
system (see Clauses 9 and 10).
The SER is also responsible for identifying and defining the key individuals and their roles involved
in collaborative initiatives and ensuring they have the appropriate skills to support a collaborative
approach (see Annex C for examples).
6 Planning
6.1 Actions to address risks and opportunities
When planning for the collaborative business relationship management system, the organization sha
...