The complexity of today’s manufacturing operations and ever-evolving digital disruptions, including the biggest of all, artificial intelligence (AI), require standards that set the pace and keep organizations around the world aligned with what quality looks like. 

ISO 9001 has been the internationally recognized standard for quality management systems (QMS) for about 40 years, with more than one million certificates issued to organizations in 178 countries. It works to establish consistency and standardized processes, improved customer satisfaction, conformity to regulatory requirements, and continual improvement.

As manufacturers prepare for the upcoming updates to ISO 9001—expected to be released in September 2026—many organizations are focused on understanding the new or revised requirements, assessing existing gaps, and ensuring continued conformity.

Yet, while maintaining certification and attestations remains important, the most successful companies recognize that quality shouldn’t be viewed as a regulatory obligation alone but as a fundamental business principle that influences every aspect of the organization.

This fundamental role of quality as a strategic business driver is gaining global momentum. Investment in quality is on the rise as organizations tie it directly to business performance. In fact, according to the Octave Pulse of Quality in Manufacturing survey 2026, 71% of manufacturers polled expect quality spending to increase in 2026 (up from 60% in 2025). And 63% now view quality as a companywide strategic initiative (up from 38% in 2025).

Manufacturers that treat quality as a business imperative will be better positioned in the long term to drive growth, improve resilience, and gain a competitive, differentiated advantage.

Conformity to ISO 9001:2026 is a good first step to meeting these goals.

What we can expect in ISO 9001:2026 

The next version of ISO 9001 is expected to reflect the realities of modern manufacturing, including four key requirements (among others): risk management, supplier relationships, knowledge management, and sustainability.

Risk management

ISO 9001:2026 is expected to expand the need for risk management, requiring organizations to take a more comprehensive approach to assessing, identifying, evaluating, and mitigating risks such as product defects, cyber risks, market volatility, or supply chain vulnerability. Manufacturers that already integrate risk assessments into quality planning, supplier management, and production operations will likely find the associated transition easier than organizations that treat quality and risk as separate disciplines.

Stronger focus on supply chain quality

Recent global disruptions and geopolitical concerns exposed significant vulnerabilities in supply chains and highlighted the importance of supplier visibility. The revised ISO 9001 standard is expected to place greater emphasis on managing external providers, ensuring supplier accountability, and maintaining quality across increasingly complex, global, and myriad supply chain networks. Manufacturers should review their supplier management processes now to identify potential gaps.

Knowledge management

Knowledge management was introduced in ISO 9001:2015, but the new version may go a step further, requiring an ability to preserve and share organizational expertise. This is especially pertinent against the backdrop of an aging work force and labor shortages.

Manufacturers should consider implementing systems that capture institutional knowledge, standardize best practices, and remove siloes to make critical information accessible to all departments that need it.

Climate change

The upcoming revision will continue to consider climate change and its impact on organizational resilience.

Companies will be asked to consider how climate change challenges such as resource scarcity, climate-related disruptions, regulatory changes, and stakeholder expectations can be incorporated into decision-making, risk management, and business planning processes.

Manufacturers also may need to identify and address climate-related risks that could affect quality, operational performance, or customer satisfaction, such as supply chain disruptions caused by extreme weather events or changing environmental regulations.

Going beyond ISO 9001 to build a culture of quality

True quality excellence can’t be achieved through standards alone. It requires a culture in which quality is viewed as everyone’s responsibility.

Leadership plays a critical role in establishing this mindset. Executives must consistently communicate the value of quality and demonstrate how it supports organizational objectives both short term and long term. Senior leaders may be expected to take a more active role in reviewing performance metrics, evaluating risks, supporting continual improvement initiatives, and fostering a culture of quality throughout the organization.

Likewise, employees should understand how their individual contributions affect product quality, customer satisfaction, and business success.

Organizations that foster strong quality cultures often share several characteristics:
• Leadership actively champions quality initiatives.
• Quality metrics are aligned with business objectives.
• Employees are empowered to identify and address issues and innovate solutions.
• Data are used to drive and support all decisions.
• Automation and digital solutions drive business processes.

Adherence to industry standards such as the new and improved ISO 9001:2026 should be top of mind for manufacturers. Developing a unique quality culture beyond the standards should be a part of every organization’s DNA, because when that happens, conformity naturally follows.

Manufacturers that proactively adapt to these evolving expectations not only simplify future certification efforts but also build stronger, more agile organizations capable of competing in an increasingly complex global marketplace.

Story update 8/6/2015: This story has been updated from the original to address corrections pointed out by readers.