GB/T 47355-2026Guidance on outsourcing (English PDF)

Foreword

This document complies with the provisions of GB/T 1.1-2020 "Standardization Work Guidelines Part 1: Structure and Drafting Rules of Standardization Documents".

Drafting.

This document is equivalent to ISO 37500:2014 "Outsourcing Guidelines".

Please note that some content in this document may involve patents. The issuing organization of this document assumes no responsibility for identifying patents.

This document was proposed and is under the jurisdiction of the National Technical Committee on Standardization of Collaborative Business Relationship Management (SAC/TC592).

Introduction

Globally, outsourcing is increasingly becoming an effective means of enhancing value, revitalizing resources, and/or reducing risk. This document aims to provide guidance for various industries.

Industry organizations provide general outsourcing governance guidelines and establish a unified terminology system for outsourcing practitioners across industries. This includes typical outsourcing concepts.

The concept aims to foster mutual understanding among stakeholders by providing a set of practical methods for managing the outsourcing lifecycle.

Outsourcing is a business model in which a supplier delivers products or services to a customer, instead of providing those products or services within the customer's organization.

The method, in which.

---Outsourcing processes are based on procurement decisions (manufacturing or purchasing);

---Resources can be transferred to suppliers;

The supplier is responsible for providing the outsourced services within the agreed timeframe;

---Services can be transferred from an existing supplier to another supplier;

---The client is responsible for outsourcing the business, and the supplier is responsible for providing the outsourcing services.

This document is applicable only if an organization has developed a procurement strategy and believes that outsourcing may be a beneficial approach.

The continuation or termination of an outsourcing arrangement is an important part of the outsourcing lifecycle. This is contingent on the validity of the outsourcing business case and the outsourcing...

If the options are feasible within the procurement portfolio, outsourcing can continue. The decision to continue or terminate outsourcing, as a procurement strategy choice, is part of the customer's procurement process.

The results are not within the scope of this document.

This document.

a) It covers the four phases of the entire outsourcing lifecycle (as shown in Figure 2) and provides terminology, concepts, and processes for best practices.

definition;

b) Provide detailed guidance on the outsourcing lifecycle, processes, and outputs;

c) It provides a universal and independent foundation for various industries, which can be supplemented and customized to meet industry-specific requirements;

d) Can be used before, during, and after the decision to outsource;

e) Aiming to establish mutually beneficial cooperative relationships.

The descriptions for each outsourcing phase provide information for both the client and the service provider.

Outsourcing Guide

1 Scope

This document provides guidance for organizations to establish and maintain successful outsourcing arrangements throughout the contract period, covering the main aspects of outsourcing.

In terms of stages, processes, and governance, it is applicable to organizations of different sizes and industries.

This document provides guidance in the following areas.

---Provide outsourcing governance that fosters mutual benefit for clients and suppliers;

---The flexibility of outsourcing arrangements to adapt to changing business needs;

---Identify the risks involved in outsourcing;

---Establish mutually beneficial cooperative relationships.

This document can be customized and expanded to meet specific industry needs, in order to comply with international, national, and local laws and regulations (including those related to the environment and labor).

(Laws and regulations related to labor, health and safety), the scale of outsourcing arrangements and the type of industry sector.

This document recognizes that at certain stages of the outsourcing lifecycle, stakeholders will take actions individually or jointly, making it impossible to completely control the outsourcing process.

The entire process throughout the lifecycle is entirely assigned to the client or supplier as their sole responsibility. For each outsourcing arrangement, the user can customize the process according to their specific needs.

The responsibilities for the process should be interpreted and adjusted accordingly.

This document applies to any outsourcing relationship, whether it is the first time outsourcing has occurred, whether it is a single-vendor or multi-vendor model, or whether it is service-based.

A draft agreement on the outcome. The processes described in this document may be adapted to the outsourcing strategies and maturity levels of the client and supplier organizations.

This document is intended for use by outsourcing clients, suppliers, and practitioners, for example.

---Decision-makers and their authorized representatives;

---All stakeholders involved in facilitating the creation and/or management of outsourcing arrangements;

---Outsourced employees with varying levels of experience.

2 Normative references

This document has no normative references.

3 Terms and Definitions

The following terms and definitions apply to this document.

baseline

An agreed-upon reference value or set of reference values, which may be derived from past experience, is typically used to compare with current performance data, values, and/or results.

business case

Structured business improvement proposals serve as the basis for decision-makers' decisions.

Note. Business case studies explain why outsourcing is necessary and what the product or service will be. This includes an overview of return on investment (ROI) and cost/benefit analysis.

The document provides an overview of the project's description, performance characteristics, key project risks, and opportunities. Business case studies illustrate, from a macro perspective, the business needs that the outsourcing project aims to meet. It includes...

This includes the reasons for outsourcing, the expected business benefits, the options considered and the reasons for rejecting or implementing each option, the expected costs of the outsourcing project, and a gap analysis.

And anticipated risks.

[Source. ISO/T R25104.2008, 3.3, with modifications]