BS ISO 20400 + BS ISO 44001+BS ISO 44002:2019 Edition
$512.42
Complete Sustainable Procurement and Collaborative Business bundle (BS ISO 20400: 2017 + BS ISO 44001:2017 + BS ISO 44002:2019)
| Published By | Publication Date | Number of Pages |
| BSI | 2019 | 238 |
PDF Catalog
| PDF Pages | PDF Title |
|---|---|
| 1 | B3 FC |
| 2 | B3 IF |
| 3 | Blank Page |
| 4 | Blank Page |
| 5 | Bundle 3_1 30295293 |
| 6 | National foreword |
| 11 | Foreword |
| 12 | Introduction |
| 15 | 1 Scope 2 Normative references 3 Terms and definitions |
| 21 | 4 Understanding the fundamentals 4.1 Concept of sustainable procurement 4.2 Principles of sustainable procurement |
| 22 | 4.3 Core subjects of sustainable procurement 4.4 Drivers for sustainable procurement |
| 23 | 4.5 Key considerations for sustainable procurement 4.5.1 Managing risk (including opportunity) |
| 24 | 4.5.2 Addressing adverse sustainability impacts through due diligence 4.5.3 Setting priorities for sustainability issues |
| 25 | 4.5.4 Exercising influence 4.5.5 Avoiding complicity 5 Integrating sustainability into the organization’s procurement policy and strategy 5.1 Committing to sustainable procurement |
| 26 | 5.2 Clarifying accountability |
| 27 | 5.3 Aligning procurement with organizational objectives and goals 5.4 Understanding procurement practices and supply chains |
| 28 | 5.5 Managing implementation 6 Organizing the procurement function towards sustainability 6.1 Governing procurement 6.1.1 Governance 6.1.2 Procedures and systems |
| 29 | 6.2 Enabling people 6.2.1 Organizational culture 6.2.2 Performance management 6.2.3 Learning through collaboration 6.2.4 Guidance |
| 30 | 6.3 Identifying and engaging stakeholders 6.3.1 Identifying key stakeholders |
| 31 | 6.3.2 Engaging the supply chains |
| 32 | 6.3.3 Engaging other stakeholders 6.4 Setting sustainable procurement priorities 6.4.1 Applying risk management |
| 33 | 6.4.2 Using different approaches to set priorities |
| 35 | 6.5 Measuring and improving performance 6.5.1 Defining metrics and indicators |
| 36 | 6.5.2 Reporting |
| 37 | 6.5.3 Benchmarking 6.6 Establishing a grievance mechanism |
| 38 | 7 Integrating sustainability into the procurement process 7.1 Building on the existing process |
| 39 | 7.2 Planning 7.2.1 Integrating key elements of sustainable procurement 7.2.2 Assessing sustainability risks (including opportunities) |
| 40 | 7.2.3 Analysing the costs |
| 41 | 7.2.4 Analysing organizational needs 7.2.5 Analysing the market |
| 42 | 7.2.6 Completing the sourcing strategy |
| 43 | 7.3 Integrating sustainability requirements into the specifications 7.3.1 Defining sustainable procurement criteria |
| 44 | 7.3.2 Choosing the types of requirements 7.3.3 Applying minimum and optional requirements |
| 45 | 7.3.4 Finding information to establish the requirements 7.3.5 Evaluating that sustainability requirements are met |
| 46 | 7.4 Selecting suppliers 7.4.1 Assessing the capacity of suppliers |
| 47 | 7.4.2 Prequalifying suppliers |
| 48 | 7.4.3 Managing tenders |
| 49 | 7.4.4 Awarding the contract |
| 50 | 7.5 Managing the contract 7.5.1 Managing the supplier relationship |
| 51 | 7.5.2 Implementing the contract 7.5.3 Using a contract management plan |
| 52 | 7.5.4 Managing performance and relationships 7.5.5 Encouraging supplier-customer joint initiatives |
| 53 | 7.5.6 Managing supplier failure 7.5.7 Managing disposal and end of life 7.6 Reviewing and learning from the contract |
| 55 | Annex A (informative) Sustainable procurement issues |
| 61 | Annex B (informative) Overview of ISO 26000 |
| 63 | Annex C (informative) Examples of a sustainability issue approach |
| 65 | Bibliography |
| 69 | 30353016 |
| 76 | Foreword |
| 77 | Introduction |
| 79 | 1 Scope 2 Normative references 3 Terms and definitions |
| 83 | 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 |
| 84 | 4.4 Collaborative business relationship management system 4.5 Creation of value 5 Leadership 5.1 Leadership and commitment |
| 85 | 5.2 Policy 5.3 Organization roles, responsibilities and authorities 5.3.1 Top management 5.3.2 Establishment of an organizational governance structure |
| 86 | 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 |
| 87 | 6.3 Identification and prioritization of collaborative business relationships 6.3.1 General 6.3.2 Identification of opportunities for collaboration |
| 88 | 7 Support 7.1 Resources 7.2 Competence and behaviour 7.3 Awareness 7.4 Communication |
| 89 | 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 |
| 90 | 7.5.5 Corporate RMP 8 Operation 8.1 Operational planning and control 8.2 Operational awareness (Stage 1) 8.2.1 General |
| 91 | 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 |
| 92 | 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 |
| 93 | 8.3 Knowledge (Stage 2) 8.3.1 General 8.3.2 Strategy and business case |
| 95 | 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 |
| 96 | 8.3.7 Evaluation of the business case 8.3.8 Incorporation of knowledge into the RMP |
| 97 | 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 |
| 98 | 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 |
| 99 | 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 |
| 100 | 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 |
| 101 | 8.6.2 Establishment of the joint governance structure |
| 103 | 8.6.3 Joint knowledge management process 8.6.4 Establish joint risk management process |
| 104 | 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 |
| 105 | 8.6.9 Establishment of a joint exit strategy 8.6.10 Agreements or contracting arrangements |
| 106 | 8.6.11 Establishment and Implementation of the joint RMP 8.7 Value creation (Stage 6) 8.7.1 General |
| 107 | 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 |
| 108 | 8.8.2 Oversight by the SERs 8.8.3 Management of the joint relationship |
| 109 | 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 |
| 110 | 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 |
| 111 | 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 |
| 112 | 9.1.2 Exit evaluation 9.2 Internal audit 9.3 Management review |
| 113 | 10 Improvement 10.1 Nonconformity and corrective action 10.2 Continual improvement |
| 114 | Annex A (informative) Assessment checklist |
| 118 | Annex B (informative) Relationship management plan |
| 121 | Annex C (informative) Competencies and collaborative behaviour |
| 123 | Annex D (informative) Relationship maturity matrix |
| 126 | Annex E (informative) Exit strategy |
| 128 | Annex F (informative) Description of business relationship types |
| 130 | Annex G (informative) Application guidance |
| 138 | Bibliography |
| 144 | undefined |
| 151 | Foreword |
| 152 | Introduction |
| 155 | 1 Scope 2 Normative references |
| 156 | 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 |
| 157 | 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 |
| 158 | 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 |
| 159 | 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 |
| 160 | 5.2 Policy 5.2.1 What: summary of the intent 5.2.2 Why: explanation of relevance 5.2.3 How: implementation guidance |
| 161 | 5.3 Organization roles, responsibilities and authorities 5.3.1 Top management 5.3.2 Establishment of an organizational governance structure |
| 162 | 5.3.3 Senior executive responsible |
| 163 | 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 |
| 164 | 6.2.3 How: implementation guidance 6.3 Identification and prioritization of collaborative business relationships 6.3.1 General |
| 165 | 6.3.2 Identification of opportunities for collaboration |
| 166 | 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 |
| 167 | 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 |
| 168 | 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 |
| 169 | 7.5 Documented information 7.5.1 General 7.5.2 Creating and updating 7.5.3 Control of documented information |
| 170 | 7.5.4 Record of collaborative competencies 7.5.5 Corporate RMP |
| 171 | 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 |
| 172 | 8.2.2 Duties of SER 8.2.3 Application and validation of operational governance structure |
| 173 | 8.2.4 Identification of operational objectives and value 8.2.5 Establishment of value analysis process |
| 174 | 8.2.6 Identification and prioritization of collaborative business relationships 8.2.7 Development of competencies and behaviour |
| 175 | 8.2.8 Initial risk assessment |
| 176 | 8.2.9 Establishment of the RMP |
| 177 | 8.3 Knowledge (Stage 2) 8.3.1 General |
| 178 | 8.3.2 Strategy and business case |
| 181 | 8.3.3 Identification of key individuals’ competence and behaviour 8.3.4 Knowledge management |
| 183 | 8.3.5 Supply chain and extended enterprise risks and opportunities 8.3.6 Implementation of risk management process |
| 185 | 8.3.7 Evaluation of the business case |
| 186 | 8.3.8 Incorporation of knowledge into the RMP 8.4 Internal assessment (Stage 3) 8.4.1 General |
| 187 | 8.4.2 Capability and environment for collaboration 8.4.3 Assessment of strengths and weaknesses |
| 188 | 8.4.4 Assessment of collaborative profile |
| 189 | 8.4.5 Appointment of collaborative leadership |
| 190 | 8.4.6 Definition of partner selection criteria |
| 191 | 8.4.7 Implementation of the RMP |
| 192 | 8.5 Partner selection (Stage 4) 8.5.1 General 8.5.2 Nomination of potential collaborative partners |
| 193 | 8.5.3 Partner evaluation and selection |
| 194 | 8.5.4 Development of engagement and negotiation strategy for collaboration |
| 195 | 8.5.5 Initial engagement with potential partners 8.5.6 Assessment of joint objectives |
| 196 | 8.5.7 Assessment of joint exit strategy 8.5.8 Selection of preferred partners |
| 197 | 8.5.9 Initiation of joint RMP 8.6 Working together (Stage 5) 8.6.1 General |
| 198 | 8.6.2 Establishment of the joint governance structure |
| 203 | 8.6.3 Joint knowledge management process |
| 204 | 8.6.4 Establish joint risk management process |
| 205 | 8.6.5 Operational process and systems review |
| 206 | 8.6.6 Measurement of delivery and performance 8.6.7 Improvement of organizational collaborative competence |
| 208 | 8.6.8 Establishment of a joint issue resolution process |
| 209 | 8.6.9 Establishment of a joint exit strategy |
| 211 | 8.6.10 Agreements or contracting arrangements |
| 214 | 8.6.11 Establishment and implementation of the joint RMP 8.7 Value creation (Stage 6) 8.7.1 General |
| 215 | 8.7.2 Establishment of the value creation process |
| 216 | 8.7.3 Identification of improvement and setting of targets |
| 217 | 8.7.4 Use of learning from experience |
| 218 | 8.7.5 Updating of the joint RMP 8.8 Staying together (Stage 7) 8.8.1 General |
| 219 | 8.8.2 Oversight by the SERs 8.8.3 Management of the joint relationship |
| 220 | 8.8.4 Implementation of monitoring of behaviour and trust indicators |
| 222 | 8.8.5 Continual value creation 8.8.6 Delivery of joint objectives |
| 223 | 8.8.7 Analysis of results 8.8.8 Issue resolution |
| 224 | 8.8.9 Maintenance of the joint exit strategy |
| 225 | 8.8.10 Maintenance of the joint RMP |
| 226 | 8.9 Exit strategy activation (Stage 8) 8.9.1 General |
| 227 | 8.9.2 Initiation of disengagement 8.9.3 Business continuity |
| 228 | 8.9.4 Evaluation of the relationship |
| 229 | 8.9.5 Future opportunities 8.9.6 Review and updating of the RMPs |
| 230 | 9 Performance evaluation 9.1 Monitoring, measurement, analysis and evaluation 9.1.1 General 9.1.2 Exit evaluation |
| 231 | 9.2 Internal audit 9.2.1 General 9.2.2 Conduct internal audits/planning and maintaining audit programmes |
| 232 | 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 |
| 233 | 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 |
| 234 | Bibliography |
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