ISO/DIS 44004

Collaborative business relationship management -- Guidelines for large organizations seeking collaboration with MSMEs

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DRAFT INTERNATIONAL STANDARD
ISO/DIS 44004
ISO/TC 286 Secretariat: BSI
Voting begins on: Voting terminates on:
2021-04-02 2021-06-25
Collaborative business relationship management —
Guidelines for large organizations seeking collaboration
with MSMEs
ICS: 03.100.01
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENT AND APPROVAL. IT IS
THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
IN ADDITION TO THEIR EVALUATION AS
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This document is circulated as received from the committee secretariat.
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NATIONAL REGULATIONS.
ISO/DIS 44004:2021(E)
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NOTIFICATION OF ANY RELEVANT PATENT
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PROVIDE SUPPORTING DOCUMENTATION. ISO 2021
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ISO/DIS 44004:2021(E)
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© ISO 2021

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ISO/DIS 44004:2021(E)
Contents Page

Foreword ........................................................................................................................................................................................................................................iv

Introduction ..................................................................................................................................................................................................................................v

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ...................................................................................................................................................................................... 1

3 Terms and definitions ..................................................................................................................................................................................... 1

4 Context ............................................................................................................................................................................................................................ 1

5 Implementation ..................................................................................................................................................................................................... 2

5.1 Relationship management ............................................................................................................................................................ 2

5.2 Visions and Values ............................................................................................................................................................................... 2

5.3 Business Objectives ............................................................................................................................................................................. 3

5.4 Collaborative Leadership ............................................................................................................................................................... 3

5.5 Governance and Processes ........................................................................................................................................................... 4

5.6 Collaborative Competence and Behaviour ...................................................................................................................... 4

5.7 Trust and Commitment to Mutual Benefit ...................................................................................................................... 5

5.8 Value creation .......................................................................................................................................................................................... 5

5.9 Information and knowledge sharing .................................................................................................................................... 6

5.10 Risk Management ................................................................................................................................................................................. 6

5.11 Relationship Measurement and Optimization ............................................................................................................. 7

5.12 Exit strategy ............................................................................................................................................................................................... 7

Bibliography ................................................................................................................................................................................................................................ 9

© ISO 2021 – All rights reserved iii
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ISO/DIS 44004:2021(E)
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

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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

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www .iso .org/ patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment,

as well as information about ISO's adherence to the World Trade Organization (WTO) principles in the

Technical Barriers to Trade (TBT) see the following URL: www .iso .org/ iso/ foreword .html.

The committee responsible for this document is ISO/TC 286 Collaborative business relationship

management.
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ISO/DIS 44004:2021(E)
Introduction
Introduction alternative 1

The aim of this document is to establish guidelines for how large organizations can adjust their

approach when collaborating with MSMEs. It is based on the principles for successful collaborative

business relationship management as described in ISO 44000. A similar document, ISO 44003, provides

guidelines to MSMEs on how to adopt the same principles. When read in conjunction, ISO 44004 and

ISO 44003 facilitates the understanding of how to apply the principles for successful collaboration from

both a large company working with MSMEs and an MSME perspective.
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ISO/DIS 44004:2021(E)
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DRAFT INTERNATIONAL STANDARD ISO/DIS 44004:2021(E)
Collaborative business relationship management —
Guidelines for large organizations seeking collaboration
with MSMEs
1 Scope

This document gives guidance for large organizations seeking to engage Micro, Small and Medium-

sized Enterprises (MSME) within their Collaborative relationship programmes

It mirrors the 12 collaborative relationship management principles which underpin ISO 44001;

Collaborative business relationship management systems — Requirements and framework.

2 Normative references
There are no normative references.
3 Terms and definitions
There are no terms and definitions.
4 Context

The recommendations in this document are based on the premise and experience that many large

organizations tend to have evolved requirements, processes, templates and systems in place that are

optimized to work within their own business while working primarily for and together with other large

organizations. In some cases these processes and systems give rise to an increased focus on internal

requirements, causing the organization to be perceived as self-centred on compliance rather than

interested in identifying and paying attention to the needs of partners, especially MSMEs that will be

smaller and tend to have less need for complex governance structures.

MSMEs will typically bring more agility and flexibility to a collaborative relationship. They are also

likely to have more limited resources and structures when it comes to management processes and have

many times been overwhelmed by the requirements which are imposed through the processes and

systems of larger organizations.

Large organizations are likely to have processes and tools for collaboration but they are not designed

to bring out the best performance of MSMEs in collaborative relationships. Often where large

organizations have taken the lead in process and governance of collaboration initiatives with MSMEs,

one-size-fits-all processes and requirements have weighed down their smaller partners that have tried

to conform to a way of working that is unnatural to them. When this mismatch occurs all parties will

miss out on the intended and expected value return of the collaboration and real financial, resourcing

and efficiency barriers will occur for the MSMEs.

Large organizations experiencing some or all of the issues described above are likely to benefit from

learning to pragmatically adjust their way of working on more MSME-friendly terms and achieve better

alignment, in line with the recommendations in this document. Consequently, this will lead to greater

value from the relationship and a more positive experience for the MSME when working with the large

organization.
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ISO/DIS 44004:2021(E)
5 Implementation
5.1 Relationship management

A structured process to manage and sustain collaborative relationships underpins their success. To

be sustainable over time, a collaborative relationship needs to be based on systems and processes,

whether internal or jointly developed, together with a continued focus on monitoring and developing

competence and behaviours. Collaborative relationships that are based solely on personal relationships,

although important, are vulnerable where personnel may change over time.

When larger, more complex, organizations evaluate the robustness of small company processes

they should be aware of the need for these organizations for less complex processes. It is the lean

management structure that allows smaller organizations to be more dynamic, creative and flexible.

A policy that acknowledges the need for scaling your relationship approach to be fit for purpose with

smaller organizations can be a key enabler for realizing the value of collaboration initiatives between

large organizations and MSMEs.

Complex processes, systems and organizational structures of larger organizations may be difficult

for any partner to navigate and is likely to be particularly complex for smaller organizations. An

MSME relationship manager can act as direction finder for smaller organizations to navigate internal

structures and support engagement.

For larger organizations used to working in, with and for other large organizations, internal processes

may be set up to operate together with single entities. Amongst MSMEs however, it is not uncommon

to form ecosystems or clusters to deliver as single but connected entities. This can be challenging for

larger organizations and cause them to miss out on valuable collaborative relationship opportunities.

It will require top level support and processes to ensure appropriate risk management for all parties.

Recommendations

1. Consider establishing a policy for encouraging engagement with smaller organizations.

2. Consider appointing a MSME relationship manager with appropriate accountability to specifically

support smaller organizations as appropriate.

3. Establish a platform to address the engagement process for all partners. This can be done by

producing a joint relationship management plan in which the partners mutually define how they

will work together to achieve single and joint objectives in the relationship. It will also help each

organization understand the structure and workings of the other.

4. Ensure, if appropriate, that you have the top level support along with processes and capabilities to

work with MSME clusters or ecosystems of MSMEs.
5.2 Visions and Values

The visions and values of organizations wanting to work together will have an impact on the

effectiveness of the collaboration. Operating a collaborative business relationship will inevitably

involve the reputation, ethics and culture of partner organizations. As each party considers the value

of a collaborative relationship, the profile of the organization and potential compatibility with partners

will be a key factor in establishing and aligning their capabilities and joint performance.

The visions and values of larger organizations may have significant internal and external implications

which could result in reputational risks when engaging with third parties. As such they may have

extensive requirements to ensure compliance to their policies that smaller organizations do not have

the resources or systems in place to accommodate. Larger organizations that operate multiple and

often complex compliance requirements may benefit from adopting a more flexible approach when

dealing with smaller organizations.
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ISO/DIS 44004:2021(E)

MSMEs may not always have high profile issues to consider, however they can have a focus and often

personal commitments on corresponding visions and values that can be a key performance driver in

the relationship. Therefore larger organizations will benefit from including visions and values when

evaluating smaller organizations. For example, standardized partner evaluation criteria based largely

on size and processes may disqualify an organization with great value potential working full-heartedly

aligned with your vision and values. Clarified alignment and familiarity with the visions and values of

your MSME partners strengthens the relationship and lack of alignment can pose issues that you will

need to mutually address.
Recommendations

1. Ensure partner selection criteria take into greater account the visions and values of MSMEs.

2. Consider accepting a self-declaration where appropriate to address compliance.

3. Consider using facilitated discussion around visions and values to identify influences, share

perceptions and ensure effective engagement.
5.3 Business Objectives

Only when drivers for collaboration support the business objectives of each partner organization,

large or small, will a collaborative relationship make sense. Collaborative relationships can enhance

competitive advantage; however such approaches will require effort and resources to achieve the

desired goals and objectives of each of the partners. As such there should be clearly defined business

drivers where such investment is validated, warranted and sustainable. Implementing a collaborative

relationship may require individuals and functions within organizations to undertake changes to their

normal operating practices which need to be ratified against a robust business case where the success

of collaboration is fundamental to success and is effectively communicated across all internal functions

to ensure consistency. Ensuring that each partner's objectives can be achieved through the relationship

will support continued effective engagement at both organizational and individual levels to sustain

mutual benefit.

It is a key task for larger organizations to ensure they fully understand what smaller organizations

hope to achieve and how this can benefit the collaboration. When engaging with smaller organizations

it should be recognized that their ability and resources may be constrained. By working together larger

organizations can strengthen the relationship and its outcomes by supporting MSMEs. For example,

rat
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