1、August 2015 English price group 30No part of this translation may be reproduced without prior permission ofDIN Deutsches Institut fr Normung e. V., Berlin. Beuth Verlag GmbH, 10772 Berlin, Germany,has the exclusive right of sale for German Standards (DIN-Normen).ICS 03.080.01!%DU*“2335007www.din.deD
2、DIN ISO 37500Guidance on outsourcing (ISO 37500:2014),English translation of DIN ISO 37500:2015-08Leitfaden Outsourcing (ISO 37500:2014),Englische bersetzung von DIN ISO 37500:2015-08Lignes directrices relatives lexternalisation (ISO 37500:2014),Traduction anglaise de DIN ISO 37500:2015-08www.beuth.
3、deDocument comprises 79 pagesTranslation by DIN-Sprachendienst.In case of doubt, the German-language original shall be considered authoritative.07.15 Contents PageNational foreword 4Introduction .71 Scope . 82 Normative references 83 Terms and definitions . 84 Outsourcing introduction and model 114.
4、1 Contextual model of outsourcing . 114.2 Reasons for outsourcing 124.3 Risks of outsourcing 124.4 Outsourcing life cycle model 134.5 Summary of main outsourcing life cycle outputs . 164.6 Repeating the outsourcing life cycle 165 Outsourcing governance framework 175.1 General 175.2 Management struct
5、ure and functions 185.3 Joint governance committees 185.4 Appreciation of cultural differences 195.5 Processes of outsourcing governance 206 Phase 1: Outsourcing strategy analysis .256.1 General 256.2 Check outsourcing prerequisites 266.3 Understand services eligible for outsourcing .276.4 Assess or
6、ganizational impact of outsourcing of services 286.5 Define outsourcing strategy . 296.6 Develop initial business case(s) for outsourcing 316.7 Evaluate and decide . 316.8 Set up outsourcing project . 327 Phase 2: Initiation and selection 337.1 General 337.2 Detail required services .337.3 Detail ou
7、tsourcing model 347.4 Define agreement requirements and structure .357.5 Identify potential providers 367.6 Shortlist providers 377.7 Outline agreements 387.8 Negotiate and establish agreements . 398 Phase 3: Transition .408.1 General 408.2 Establish transition project team . 418.3 Establish outsour
8、cing governance 428.4 Refine delivery frameworks and transition plan 438.5 Refine knowledge acquisition . 448.6 Execute transition of knowledge, people, processes and technology .458.7 Deploy the quality, risk, audit and compliance frameworks 468.8 Deploy asset and knowledge management framework 478
9、.9 Deploy delivery frameworks 478.10 Test service delivery capability . 488.11 Pilot and handover 49A comma is used as the decimal marker. DIN ISO 37500:2015-08 2National Annex NA (informative) Bibliography .69 Phase 4: Deliver value 509.1 General 509.2 Deliver service 519.3 Monitor and review servi
10、ce performance (ongoing) 529.4 Manage and resolve issues (ongoing) 539.5 Deliver and manage changes (ongoing) . 549.6 Deliver innovation (optional, ongoing) . 559.7 Deliver transformation (optional). 569.8 Manage finances . 569.9 Manage relationships . 579.10 Manage the agreement 589.11 Value and bu
11、siness case assurance 599.12 Continuation or end of agreement preparation 59Annex A (informative) Governance committees and meeting structure61Annex B (informative) Checklist of potential outsourcing risks per phase 62Annex C (informative) Phase 1 Checklist for the outsourcing business case 65Annex
12、D (informative) Phase 2 Typical topics included in the checklist for request for information 67Annex E (informative) Phase 2 Checklist for the request for proposal .69Annex F (informative) Phase 2 Examples of agreement topics 70Annex G (informative) Phase 3 Checklist of transition plan .73Annex H (i
13、nformative) Phase 4 Example of innovation funnel process 75Annex I (informative) Outsourcing life cycle exit .77Bibliography .79DIN ISO 37500:2015-08 3 National foreword This document (ISO 37500:2014) has been prepared by Technical Committee ISO/TC 259 “Project committee; Outsourcing” (Secretariat:
14、NEN, Netherlands). The responsible German body involved in its preparation was the DIN-Normenausschuss Dienstleistungen (DIN Standards Committee Services), Working Committee NA 159-01-17 AA Outsourcing. Attention is drawn to the possibility that some of the elements of this document may be the subje
15、ct of patent rights. DIN and/or DKE shall not be held responsible for identifying any or all such patent rights. The following terms have been translated into German taking the technical terms commonly used into consideration and in deviation from the preferred translations: The English expressions
16、“baseline” (3.1), “business case” (3.2), “due diligence” (3.4), “nearshoring”, “offshoring”, “sourcing” have been taken over completely, because these terms have become established in German as well. The following English expressions have been translated into German and/or replaced by other English
17、expressions in order to remain consistent with related documents. The documents concerned are the following: DIN SPEC 1041, Outsourcing of technology driven knowledge-intensive business services and DIN SPEC 33451 Standards for service catalogues in the relationship between service providers and ser
18、vice client (due to be published on 2015-06). the English term “client” (3.3) has been translated as “Dienstleistungsempfnger” (as in DIN SPEC 33451); the English term “Provider” (3.15) has been taken over as “Service Provider” (as in DIN SPEC 1041); the English expressions “request for information”
19、 and “request for proposal” have been taken over completely (as in DIN SPEC 1041); the term “retained organization” (3.17) has been translated as “verbleibende Organisationseinheit”, but the English term “retained organisation” (as in DIN SPEC 1041) may also be used; the English expression “service
20、level agreement” (3.20) has been taken over completely (as in DIN SPEC 1041); the term “service” (3.18) has been taken over, untranslated, in deviation from the preferred translation (as in DIN SPEC 1041); the English expression “shared service center” has been taken over, untranslated (as in DIN SP
21、EC 33451); the expression “outsourcing agreement” has been literally translated into German as “Outsourcing-Vereinbarung” and the expression “outsourcing arrangement” (3.11) as “Outsourcing-Beziehung”; the English terms “exit management” and “exit strategy” have been translated as “Exitmanagement” a
22、nd “Exitstrategie”, respectively; However, the German expressions “Ausstiegsmanagement” and “Ausstiegsstrategie” are also used in practice; DIN ISO 37500:2015-08 4 In clause 3 the term “value” (3.25) has been literally translated as “Nutzen”. However, in other parts of the German text, this term has
23、 been translated as “Wert”, “Mehrwert” or “Wertschpfung”, depending on the context. The DIN Standards corresponding to the International Standards referred to in this document are as follows: ISO 9001 DIN EN ISO 9001 ISO 15378:2011 DIN EN ISO 15378:2012 ISO 19011 DIN EN ISO 19011 ISO 21500 DIN ISO 2
24、1500 ISO 22301 DIN EN ISO 22301 ISO 26000 DIN ISO 26000 ISO/IEC 27001 DIN ISO/IEC 27001 DIN ISO 37500:2015-08 5 National Annex NA (informative) Bibliography DIN EN ISO 9001, Quality management systems Requirements DIN EN ISO 15378:201202, Primary packaging materials for medicinal products Particular
25、 requirements for the application of ISO 9001:2008, with reference to Good Manufacturing Practice (GMP) DIN EN ISO 19011, Guidelines for auditing management systems DIN ISO 21500, Guidance on project management DIN EN ISO 22301, Societal security Business continuity management systems Requirements D
26、IN ISO 26000, Guidance on social responsibility DIN ISO/IEC 27001, Information technology Security techniques Information security management systems Requirements DIN ISO 37500:2015-08 6 IntroductionAround the globe, outsourcing is increasingly an opportunity to add value, tap into a resource base a
27、nd/or mitigate risk. This International Standard aims to provide general guidance for outsourcing for any organization in any sector. It provides a vocabulary for outsourcing practitioners across all industry sectors. It includes typical outsourcing concepts to improve the understanding of all stake
28、holders, by providing a set of practices that can be used to manage the outsourcing life cycle.Outsourcing is a business model for the delivery of a product or service to a client by a provider, as an alternative to the provision of those products or services within the client organization, where: t
29、he outsourcing process is based on a sourcing decision (make or buy); resources can be transferred to the provider; the provider is responsible for delivering outsourced services for an agreed period of time; the services can be transferred from an existing provider to another; the client is account
30、able for the outsourced services and the provider is responsible for performing them.This International Standard starts with the precondition that an organization has already established a sourcing strategy and concluded that outsourcing might be a beneficial approach.Continuation or termination of
31、an outsourcing arrangement forms an integral part of the outsourcing life cycle. Continuation commences as long as the outsourcing business case is valid and the outsourcing option is feasible within the sourcing portfolio. The decision to continue or terminate outsourcing as a sourcing strategy opt
32、ion is an outcome from the sourcing process of the client and is outside the scope of this International Standard.This International Standard:a) covers the entire outsourcing life cycle in four phases, as depicted in Figure 2, and provides definitions for the terms, concepts, and processes that are
33、considered good practice;b) provides detailed guidance on the outsourcing life cycle, processes and their outputs;c) provides a generic and industry independent foundation, which can be supplemented and tailored to suit industry-specific requirements;d) can be used before, during and after the decis
34、ion is made to outsource;e) aims to enable mutually beneficial collaborative relationships.The description of each outsourcing phase provides information for the client side as well as the provider side.Guidance on outsourcingDIN ISO 37500:2015-08 7 1 ScopeThis International Standard covers the main
35、 phases, processes and governance aspects of outsourcing, independent of size and sectors of industry and commerce. It is intended to provide a good foundation to enable organizations to enter into, and continue to sustain, successful outsourcing arrangements throughout the contractual period.This I
36、nternational Standard gives guidance on: good outsourcing governance for the mutual benefit of client and provider; flexibility of outsourcing arrangements, accommodating changing business requirements; identifying risks involved with outsourcing; enabling mutually beneficial collaborative relations
37、hips.This International Standard can be tailored and extended to industry-specific needs to accommodate international, national and local laws and regulations (including those related to the environment, labour, health and safety), the size of the outsourcing arrangement and the type of industry sec
38、tor.This International Standard recognizes that the various stakeholders act separately in some phases of the outsourcing life cycle and together in others. It is not possible to exclusively allocate processes within the outsourcing life cycle to either client or provider. For each outsourcing arran
39、gement, process responsibility is intended to be interpreted accordingly and tailored by the user.This International Standard is intended to relate to any outsourcing relationship, whether outsourcing for the first time or not, using a single-provider or multi-provider model, or draft agreements bas
40、ed on services or outcomes. Processes mentioned in this International Standard are intended to be tailored to fit the outsourcing strategy and maturity of the client and provider organizations.This International Standard is intended to be used by outsourcing clients, providers and practitioners, suc
41、h as: decision makers and their empowered representatives; all stakeholders engaged in facilitating the creation and/or management of outsourcing arrangements; staff at all levels of experience in outsourcing.2 Normative referencesThere are no normative references.3 Terms and definitionsFor the purp
42、oses of this document, the following terms and definitions apply.3.1baselineagreed reference value or set of values which can be derived from past experience, often used for comparing with ongoing performance data, values and/or outcomesDIN ISO 37500:2015-08 8 3.2business casestructured proposal for
43、 business improvement that functions as a decision package for decision-makersNote 1 to entry: The business case should explain why outsourcing is required for the business and what the product or service is going to be. It should include an outline of the return on investment (ROI), or a cost/benef
44、it analysis, the performance characteristics, major project risks and the opportunities. The business case addresses, at a high level, the business needs that the outsourcing project seeks to meet. It includes the reasons for outsourcing, the expected business benefits, the options considered with r
45、easons for rejecting or carrying forward each option, the expected costs of the outsourcing project, a gap analysis and the expected risks.SOURCE: ISO/TR 25104:2008, 3.3, modified3.3clientindividual or group of organizations entering into an agreement with a provider for products and services for th
46、eir own useSOURCE: ISO 24803:2007, 3.2, modified3.4due diligencedetailed assessment of one or more business processes or production lines, culture, assets, liabilities, intellectual property, judicial and financial situation in order to make the outsourcing decisions3.5frameworkdocumented set of gui
47、delines to create a common understanding of the ways of working3.6innovationimplementation of a new or significantly improved product (good or service), or process, new marketing method, or new organizational method in business practices, workplace organization or external relationsSOURCE: CEN/TS 16555-1:2013, 3.13.7innovation and transf
