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eLibrary > BS ISO 20400 + BS ISO 44001+BS ISO 44002 Complete Sustainable Procurement and Collaborative Business bundle (BS ISO 20400: 2017 + BS ISO 44001:2017 + BS ISO 44002:2019) >

BS ISO 20400 + BS ISO 44001+BS ISO 44002 Complete Sustainable Procurement and Collaborative Business bundle (BS ISO 20400: 2017 + BS ISO 44001:2017 + BS ISO 44002:2019), 2019

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BS ISO 20400 + BS ISO 44001+BS ISO 44002 Complete Sustainable Procurement and Collaborative Business bundle (BS ISO 20400: 2017 + BS ISO 44001:2017 + BS ISO 44002:2019), 2019

B3 FC
B3 IF
Bundle 3_1 [Go to Page]
30295293 [Go to Page]
National foreword
Foreword
Introduction
1 Scope
2 Normative references
3 Terms and definitions
4 Understanding the fundamentals [Go to Page]
4.1 Concept of sustainable procurement
4.2 Principles of sustainable procurement
4.3 Core subjects of sustainable procurement
4.4 Drivers for sustainable procurement
4.5 Key considerations for sustainable procurement [Go to Page]
4.5.1 Managing risk (including opportunity)
4.5.2 Addressing adverse sustainability impacts through due diligence
4.5.3 Setting priorities for sustainability issues
4.5.4 Exercising influence
4.5.5 Avoiding complicity
5 Integrating sustainability into the organization’s procurement policy and strategy [Go to Page]
5.1 Committing to sustainable procurement
5.2 Clarifying accountability
5.3 Aligning procurement with organizational objectives and goals
5.4 Understanding procurement practices and supply chains
5.5 Managing implementation
6 Organizing the procurement function towards sustainability [Go to Page]
6.1 Governing procurement [Go to Page]
6.1.1 Governance
6.1.2 Procedures and systems
6.2 Enabling people [Go to Page]
6.2.1 Organizational culture
6.2.2 Performance management
6.2.3 Learning through collaboration
6.2.4 Guidance
6.3 Identifying and engaging stakeholders [Go to Page]
6.3.1 Identifying key stakeholders
6.3.2 Engaging the supply chains
6.3.3 Engaging other stakeholders
6.4 Setting sustainable procurement priorities [Go to Page]
6.4.1 Applying risk management
6.4.2 Using different approaches to set priorities
6.5 Measuring and improving performance [Go to Page]
6.5.1 Defining metrics and indicators
6.5.2 Reporting
6.5.3 Benchmarking
6.6 Establishing a grievance mechanism
7 Integrating sustainability into the procurement process [Go to Page]
7.1 Building on the existing process
7.2 Planning [Go to Page]
7.2.1 Integrating key elements of sustainable procurement
7.2.2 Assessing sustainability risks (including opportunities)
7.2.3 Analysing the costs
7.2.4 Analysing organizational needs
7.2.5 Analysing the market
7.2.6 Completing the sourcing strategy
7.3 Integrating sustainability requirements into the specifications [Go to Page]
7.3.1 Defining sustainable procurement criteria
7.3.2 Choosing the types of requirements
7.3.3 Applying minimum and optional requirements
7.3.4 Finding information to establish the requirements
7.3.5 Evaluating that sustainability requirements are met
7.4 Selecting suppliers [Go to Page]
7.4.1 Assessing the capacity of suppliers
7.4.2 Prequalifying suppliers
7.4.3 Managing tenders
7.4.4 Awarding the contract
7.5 Managing the contract [Go to Page]
7.5.1 Managing the supplier relationship
7.5.2 Implementing the contract
7.5.3 Using a contract management plan
7.5.4 Managing performance and relationships
7.5.5 Encouraging supplier-customer joint initiatives
7.5.6 Managing supplier failure
7.5.7 Managing disposal and end of life
7.6 Reviewing and learning from the contract
Annex A (informative) Sustainable procurement issues
Annex B (informative) Overview of ISO 26000
Annex C (informative) Examples of a sustainability issue approach
Bibliography
30353016 [Go to Page]
Foreword
Introduction
1 Scope
2 Normative references
3 Terms and definitions
4 Context of the organization
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of stakeholders
4.3 Determining the scope of the collaborative business relationship management system
4.4 Collaborative business relationship management system
4.5 Creation of value
5 Leadership
5.1 Leadership and commitment
5.2 Policy
5.3 Organization roles, responsibilities and authorities
5.3.1 Top management
5.3.2 Establishment of an organizational governance structure
5.3.3 Senior executive responsible
6 Planning
6.1 Actions to address risks and opportunities
6.2 Collaborative business relationship objectives and planning to achieve them
6.3 Identification and prioritization of collaborative business relationships
6.3.1 General
6.3.2 Identification of opportunities for collaboration
7 Support
7.1 Resources
7.2 Competence and behaviour
7.3 Awareness
7.4 Communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented information
7.5.4 Record of collaborative competencies
7.5.5 Corporate RMP
8 Operation
8.1 Operational planning and control
8.2 Operational awareness (Stage 1)
8.2.1 General
8.2.2 Duties of SER
8.2.3 Application and validation of operational governance structure
8.2.4 Identification of operational objectives and value
8.2.5 Establishment of value analysis process
8.2.6 Identification and prioritization of collaborative business relationships
8.2.7 Development of competencies and behaviour
8.2.8 Initial risk assessment
8.2.9 Establishment of the RMP
8.3 Knowledge (Stage 2)
8.3.1 General
8.3.2 Strategy and business case
8.3.3 Identification of key individuals’ competence and behaviour
8.3.4 Knowledge management
8.3.5 Supply chain and extended enterprise risks and opportunities
8.3.6 Implementation of risk management process
8.3.7 Evaluation of the business case
8.3.8 Incorporation of knowledge into the RMP
8.4 Internal assessment (Stage 3)
8.4.1 General
8.4.2 Capability and environment for collaboration
8.4.3 Assessment of strengths and weaknesses
8.4.4 Assessment of collaborative profile
8.4.5 Appointment of collaborative leadership
8.4.6 Definition of partner selection criteria
8.4.7 Implementation of the RMP
8.5 Partner selection (Stage 4)
8.5.1 General
8.5.2 Nomination of potential collaborative partners
8.5.3 Partner evaluation and selection
8.5.4 Development of engagement and negotiation strategy for collaboration
8.5.5 Initial engagement with potential partners
8.5.6 Assessment of joint objectives
8.5.7 Assessment of joint exit strategy
8.5.8 Selection of preferred partners
8.5.9 Initiation of joint RMP
8.6 Working together (Stage 5)
8.6.1 General
8.6.2 Establishment of the joint governance structure
8.6.3 Joint knowledge management process
8.6.4 Establish joint risk management process
8.6.5 Operational process and systems review
8.6.6 Measurement of delivery and performance
8.6.7 Improvement of organizational collaborative competence
8.6.8 Establishment of a joint issue resolution process
8.6.9 Establishment of a joint exit strategy
8.6.10 Agreements or contracting arrangements
8.6.11 Establishment and Implementation of the joint RMP
8.7 Value creation (Stage 6)
8.7.1 General
8.7.2 Establishment of the value creation process
8.7.3 Identification of improvement and setting of targets
8.7.4 Use of learning from experience
8.7.5 Updating of the joint RMP
8.8 Staying together (Stage 7)
8.8.1 General
8.8.2 Oversight by the SERs
8.8.3 Management of the joint relationship
8.8.4 Implementation of monitoring of behaviour and trust indicators
8.8.5 Continual value creation
8.8.6 Delivery of joint objectives
8.8.7 Analysis of results
8.8.8 Issue resolution
8.8.9 Maintenance of the joint exit strategy
8.8.10 Maintenance of the joint RMP
8.9 Exit strategy activation (Stage 8)
8.9.1 General
8.9.2 Initiation of disengagement
8.9.3 Business continuity
8.9.4 Evaluation of the relationship
8.9.5 Future opportunities
8.9.6 Review and updating of the RMPs
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General
9.1.2 Exit evaluation
9.2 Internal audit
9.3 Management review
10 Improvement
10.1 Nonconformity and corrective action
10.2 Continual improvement
Annex A (informative) Assessment checklist
Annex B (informative) Relationship management plan
Annex C (informative) Competencies and collaborative behaviour
Annex D (informative) Relationship maturity matrix
Annex E (informative) Exit strategy
Annex F (informative) Description of business relationship types
Annex G (informative) Application guidance
Bibliography
30345102 [Go to Page]
Foreword
0 Introduction [Go to Page]
Figure 1 — Relationship between corporate and operational systems
Table 1 — Key elements of the life cycle within BS ISO 44001:2017
Table 2 — Common themes of relationship management
Figure 2 — Overview of the principal components of successful collaborative business relationships
1 Scope [Go to Page]
Figure 3 — BS ISO 14001 adoption flowchart
2 Normative references
3 Definitions
4 Context of the organization [Go to Page]
Figure 4 — Potential applications for collaboration
5 Leadership [Go to Page]
Table 3 — Policy development
Figure 5 — Overview of governance structure for collaborative working
6 Planning [Go to Page]
Figure 6 — Suggested approach to segmentation in business relationships
Figure 7 — Focus on relationship development
7 Support
8 Operation [Go to Page]
Figure 8 — Operational awareness — Stage 1
Table 4 — Examples of benefits from collaborative working
Table 5 — SWOT analysis
Table 6 — Examples of potential risks associated with collaborative relationships
Figure 9 — Knowledge stage 2
Table 7 — PESTLE analysis
Table 8 — Examples of considerations for exit strategy
Table 9 — Example of knowledge map to consider what can /what could /what can’t be shared
Table 10 — Initial analysis of internal risks to effective collaboration
Figure 10 — Internal assessment — Stage 3
Table 11 — Maturity assessment profile (MAP)
Table 12 — Key criteria for stakeholder engagement
Figure 11 — Partner selection — Stage 4
Figure 12 — Working together — Stage 5
Table 13 — Example of a joint management model
Figure 13 — Communications management model
Figure 14 — Shared information environment
Table 14 — Focusing on collaborative improvements
Figure 15 — Typical dispute resolution process
Table 15 — Key items for exit strategy consideration
Table 16 — Examples of contracting terms
Figure 16 — Value creation stage 6
Table 17 — Examples of value creation targets
Table 18 — Example of evaluation criteria for value drivers
Figure 17 — Staying together: Stage 7
Table 19 — Examples of enabling behaviours
Figure 18 — Exit strategy: Stage 8
Table 20 — Influences on business continuity
9 Performance evaluation
10 Improvement
Bibliography
Blank Page
Blank Page
30363673-LINK.pdf [Go to Page]
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Foreword
Introduction
1 Scope
2 Normative references
3 Terms, definitions and abbreviated terms
3.1 Terms and definitions
3.2 Abbreviated terms
4 Context of the organization
4.1 Understanding the organization and its context
4.1.1 What: summary of the intent
4.1.2 Why: explanation of relevance
4.1.3 How: implementation guidance
4.2 Understanding the needs and expectations of stakeholders
4.2.1 What: summary of the intent
4.2.2 Why: explanation of relevance
4.2.3 How: implementation guidance
4.3 Determining the scope of the collaborative business relationship management system
4.3.1 What: summary of the intent
4.3.2 Why: explanation of relevance
4.3.3 How: implementation guidance
4.4 Collaborative business relationship management system
4.4.1 What: summary of the intent
4.4.2 Why: explanation of relevance
4.4.3 How: implementation guidance
4.5 Creation of value
4.5.1 What: summary of the intent
4.5.2 Why: explanation of relevance
4.5.3 How: implementation guidance
5 Leadership
5.1 Leadership and commitment
5.1.1 What: summary of the intent
5.1.2 Why: explanation of relevance
5.1.3 How: implementation guidance
5.2 Policy
5.2.1 What: summary of the intent
5.2.2 Why: explanation of relevance
5.2.3 How: implementation guidance
5.3 Organization roles, responsibilities and authorities
5.3.1 Top management
5.3.2 Establishment of an organizational governance structure
5.3.3 Senior executive responsible
6 Planning
6.1 Actions to address risks and opportunities
6.1.1 What: summary of the intent
6.1.2 Why: explanation of relevance
6.1.3 How: implementation guidance
6.2 Collaborative business relationship objectives and planning to achieve them
6.2.1 What: summary of the intent
6.2.2 Why: explanation of relevance
6.2.3 How: implementation guidance
6.3 Identification and prioritization of collaborative business relationships
6.3.1 General
6.3.2 Identification of opportunities for collaboration
7 Support
7.1 Resources
7.1.1 What: summary of the intent
7.1.2 Why: explanation of relevance
7.1.3 How: implementation guidance
7.2 Competence and behaviour
7.2.1 What: summary of the intent
7.2.2 Why: explanation of relevance
7.2.3 How: implementation guidance
7.3 Awareness
7.3.1 What: summary of the intent
7.3.2 Why: explanation of relevance
7.3.3 How: implementation guidance
7.4 Communication
7.4.1 What: summary of the intent
7.4.2 Why: explanation of relevance
7.4.3 How: implementation guidance
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented information
7.5.4 Record of collaborative competencies
7.5.5 Corporate RMP
8 Operation
8.1 Operational planning and control
8.1.1 What: summary of the intent
8.1.2 Why: explanation of relevance
8.1.3 How: implementation guidance
8.2 Operational awareness (Stage 1)
8.2.1 General
8.2.2 Duties of SER
8.2.3 Application and validation of operational governance structure
8.2.4 Identification of operational objectives and value
8.2.5 Establishment of value analysis process
8.2.6 Identification and prioritization of collaborative business relationships
8.2.7 Development of competencies and behaviour
8.2.8 Initial risk assessment
8.2.9 Establishment of the RMP
8.3 Knowledge (Stage 2)
8.3.1 General
8.3.2 Strategy and business case
8.3.3 Identification of key individuals' competence and behaviour
8.3.4 Knowledge management
8.3.5 Supply chain and extended enterprise risks and opportunities
8.3.6 Implementation of risk management process
8.3.7 Evaluation of the business case
8.3.8 Incorporation of knowledge into the RMP
8.4 Internal assessment (Stage 3)
8.4.1 General
8.4.2 Capability and environment for collaboration
8.4.3 Assessment of strengths and weaknesses
8.4.4 Assessment of collaborative profile
8.4.5 Appointment of collaborative leadership
8.4.6 Definition of partner selection criteria
8.4.7 Implementation of the RMP
8.5 Partner selection (Stage 4)
8.5.1 General
8.5.2 Nomination of potential collaborative partners
8.5.3 Partner evaluation and selection
8.5.4 Development of engagement and negotiation strategy for collaboration
8.5.5 Initial engagement with potential partners
8.5.6 Assessment of joint objectives
8.5.7 Assessment of joint exit strategy
8.5.8 Selection of preferred partners
8.5.9 Initiation of joint RMP
8.6 Working together (Stage 5)
8.6.1 General
8.6.2 Establishment of the joint governance structure
8.6.3 Joint knowledge management process
8.6.4 Establish joint risk management process
8.6.5 Operational process and systems review
8.6.6 Measurement of delivery and performance
8.6.7 Improvement of organizational collaborative competence
8.6.8 Establishment of a joint issue resolution process
8.6.9 Establishment of a joint exit strategy
8.6.10 Agreements or contracting arrangements
8.6.11 Establishment and implementation of the joint RMP
8.7 Value creation (Stage 6)
8.7.1 General
8.7.2 Establishment of the value creation process
8.7.3 Identification of improvement and setting of targets
8.7.4 Use of learning from experience
8.7.5 Updating of the joint RMP
8.8 Staying together (Stage 7)
8.8.1 General
8.8.2 Oversight by the SERs
8.8.3 Management of the joint relationship
8.8.4 Implementation of monitoring of behaviour and trust indicators
8.8.5 Continual value creation
8.8.6 Delivery of joint objectives
8.8.7 Analysis of results
8.8.8 Issue resolution
8.8.9 Maintenance of the joint exit strategy
8.8.10 Maintenance of the joint RMP
8.9 Exit strategy activation (Stage 8)
8.9.1 General
8.9.2 Initiation of disengagement
8.9.3 Business continuity
8.9.4 Evaluation of the relationship
8.9.5 Future opportunities
8.9.6 Review and updating of the RMPs
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General
9.1.2 Exit evaluation
9.2 Internal audit
9.2.1 General
9.2.2 Conduct internal audits/planning and maintaining audit programmes
9.3 Management review
9.3.1 What: summary of the intent
9.3.2 Why: explanation of relevance
9.3.3 How: implementation guidance
10 Improvement
10.1 Nonconformity and corrective action
10.1.1 What: summary of the intent
10.1.2 Why: explanation of relevance
10.1.3 How: implementation guidance
10.2 Continual improvement
10.2.1 What: summary of the intent
10.2.2 Why: explanation of relevance
10.2.3 How: implementation guidance
Bibliography [Go to Page]

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