ISO 9001 for Philippine Manufacturers: The Complete Roadmap to Certification (2026)
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ISO 9001 certification for a Philippine manufacturer is the accredited, independently audited proof that the factory runs a quality management system capable of delivering conforming product every time, and it is the qualification that multinational buyers, PEZA-zone locators, distributors and procuring entities ask for before a first order. The current edition is ISO 9001:2026, published on 16 September 2026; ISO 9001:2015 certificates remain valid until 30 September 2029, the end of the transition period fixed by Global ACI. A single-site factory with a working operation typically reaches certification in three to six months. This roadmap sets out the ten steps, what auditors test on the production floor, what it costs and how the 2026 edition changes the build.
Why ISO 9001 matters for manufacturers
For a manufacturer, quality is the product, and ISO 9001 is the only quality credential that buyers in every sector recognise without explanation. It wins the tenders and vendor-panel places that require it, it reduces the cost of poor quality that eats margin unseen, and it is the platform on which every sector-specific standard is built. The certificate opens the door; the system behind it is what keeps the customer.
In the Philippines the demand is specific. The electronics and semiconductor sector, the country’s largest export earner, runs on multinational supply chains in which ISO 9001 is the baseline supplier qualification, and the same expectation runs through PEZA-zone locators and their local suppliers in Laguna, Cavite, Batangas, Clark, Cebu and Davao. Procuring entities in government regularly write ISO 9001 into technical specifications, post-qualification and supplier accreditation for goods, and enterprise vendor-accreditation forms almost always have a line for it. Exporters of food products, automotive components, furniture, garments and industrial goods meet it in the questionnaires that precede a first purchase order from a foreign distributor. In each case the buyer is asking one question: can this factory deliver conforming product repeatedly, and can somebody independent confirm it?
The internal case is at least as strong. Defects, rework, scrap, returns and the overtime spent expediting late orders are the cost of poor quality, and in most uncertified Philippine factories they run at a level that nobody has measured. A real quality management system measures them (9.1.3), finds their causes (10.2) and removes them (10.1); for many of Sterling’s manufacturing clients the reduction in scrap and rework alone paid for the project before the certificate arrived.
What ISO 9001:2026 actually is
ISO 9001:2026 is the sixth edition of the international standard for quality management systems, published on 16 September 2026; it cancels and replaces ISO 9001:2015 and keeps its ten-clause structure. It is not a product standard and not a template: it defines what a factory’s management system must do, and leaves the factory to decide how.
Four ideas carry the whole standard. The process approach: the business is understood as a chain of connected processes, order handling to purchasing to production to inspection to delivery, each with inputs, outputs, controls, owners and measures (4.4). Risk-based and opportunity-based thinking: risks to conforming delivery are determined, analysed and evaluated and acted on in proportion to their potential impact (6.1.2); opportunities are determined, analysed and evaluated in their own right (6.1.3); leadership promotes both (5.1.1 k)). The plan-do-check-act cycle: objectives are set and measured (6.2, 9.1), the system is audited (9.2) and reviewed (9.3), and improvement is continual (10.1). Leadership and customer focus: top management is accountable for the system, sets a policy that takes the factory’s context into account and supports its strategy (5.2.1 e)), and is now required to promote quality culture and ethical behaviour (5.1.1 i)).
An ISO 9001 system for your factory describes how your factory makes quality: your process map, your inspection points, your calibration regime, your supplier controls, your traceability. A generic document set that describes somebody else’s factory will pass nothing and improve nothing.
ISO 9001 as the foundation: IATF 16949, AS9100 and ISO 13485
ISO 9001 is the base on which the sector quality standards that Philippine manufacturers meet in automotive, aerospace and medical devices are built, so a properly built ISO 9001 system makes the step to a sector standard incremental rather than a second project. That is the strategic reason to build the first one well.
| Sector standard | Relationship to ISO 9001 | Who asks for it in the Philippines |
|---|---|---|
| IATF 16949 (automotive) | Built on ISO 9001 with automotive-specific requirements added; administered by IATF, which sets its own rules for how ISO 9001 editions are incorporated; check IATF’s guidance for the position on the 2026 edition | Vehicle assemblers and tier-1 suppliers to Japanese, Korean and American programmes; wiring-harness, plastics and metal-parts makers |
| AS9100 (aerospace and defence) | Extends ISO 9001 with aerospace-specific requirements | Aerostructure and component suppliers to global aerospace primes, including the Clark and Laguna clusters |
| ISO 13485 (medical devices) | A standalone quality management system standard that grew out of ISO 9001 but follows its own structure and is oriented to regulatory requirements | Medical device and component manufacturers supplying regulated markets |
The practical implication: a factory that treats ISO 9001 as a certificate to be obtained cheaply will have to rebuild when the automotive customer arrives. A factory that treats it as its operating system adds the sector layer on top.
Integrating ISO 9001 with ISO 14001 and ISO 45001
Buyers who ask for ISO 9001 increasingly ask for ISO 14001 (environmental management) and ISO 45001 (occupational health and safety) alongside it, and the three standards are designed to be run as one system. ISO 9001:2026 and ISO 14001:2026 (published 15 April 2026, with a Global ACI transition ending 30 April 2029) share the current Harmonized Structure; ISO 45001:2018 shares the earlier version of it, and its revision, expected in 2027, is expected to bring it into line.
An integrated management system means one context analysis, one set of process owners, one document control, one internal audit programme, one management review and one combined certification audit, which is how a real factory operates anyway: the same supervisor controls the process, the waste and the guarding. Building the three standards as separate systems costs more, produces three sets of paper for the same shop floor and confuses the people who have to use them. Sterling delivers the integrated route through the ISO 9001, ISO 14001 and ISO 45001 certification service; the roadmap below applies to the quality core, and the environmental and safety layers are added in the same steps.
The roadmap: ten steps to ISO 9001:2026 certification
The ten steps below are the sequence Sterling runs in every manufacturing engagement, and the order matters: leadership before scope, scope before gap assessment, gap assessment before any document is written, internal audit before the certification body is booked. Each step ends with an output that the next step needs.
Step 1: Secure leadership commitment and appoint an owner. ISO 9001:2026 places accountability for the system’s effectiveness on top management (5.1.1) and adds two things a 2015 system did not need: leadership must promote quality culture and ethical behaviour (5.1.1 i)) and must promote opportunity-based as well as risk-based thinking (5.1.1 k)). Appoint an owner, usually the quality manager, with cross-functional authority over production, purchasing, maintenance and dispatch; the standard no longer requires a management representative, but it does require assigned responsibilities (5.3), including a named person who reports on opportunities for improvement (5.3 e)).
Step 2: Define your scope and map your processes. Decide which products, processes and sites are in scope and record the justification for any requirement you exclude (4.3); for a factory making to customer specification, design and development (8.3) is the usual exclusion. Map the core processes from order to delivery, with the support processes around them: maintenance, calibration, purchasing, training. The process map is the backbone of the system, and the sequence of steps 6 to 8 follows it.
Step 3: Run a gap assessment. Measure the factory as it operates today against every requirement of ISO 9001:2026, on the floor, with the supervisors. The usual findings in a Philippine plant: calibration lapsed or never done; nonconforming product segregated by habit but not by procedure or record; objectives set at the last management meeting and never measured; suppliers never evaluated; a knowledgeable foreman whose know-how exists nowhere but in his head (7.1.6). The gap assessment sets the plan and the price; a free five-minute readiness check gives a first read before the on-site assessment.
Step 4: Understand your context and address risks and opportunities. Determine the internal and external issues that affect the factory, including whether climate change is a relevant issue (4.1), which for a plant on a flood-prone site or dependent on a typhoon-exposed supplier it plainly is. Identify interested parties (customers, regulators, PEZA, the LGU, workers, suppliers) and their requirements, and decide which of those requirements the system will address (4.2 c)). Then build the two registers the 2026 edition expects: risks to conforming delivery, each analysed and evaluated with actions proportionate to its potential impact (6.1.2), and opportunities, analysed and evaluated in their own right (6.1.3), whether a new product line, a new process technology or a customer’s expansion. Plan the objectives (6.2), which must be measurable (6.2.1 b)).
Step 5: Build the system: processes, controls and documentation. Write the quality policy so that it takes the context into account and supports the strategic direction (5.2.1 e)), then the procedures and controls that make production consistent: production planning, inspection and test, control of nonconforming product, equipment calibration, purchasing, traceability, handling and storage, and the control of production changes (8.5.6). ISO 9001:2026 requires documented information at the same 27 points as the 2015 edition and no quality manual or mandatory procedures; write the minimum that genuinely controls the process, at the point of use, and put the documents, records and registers in Effivity or your existing system so that evidence is one search away.
Step 6: Control production and manage nonconformity. Run production under controlled conditions (8.5.1): specifications and work instructions where the work is done, in-process and final inspection, calibrated measuring equipment (7.1.5), identification and traceability where required (8.5.2), preservation (8.5.4). Establish the process for identifying, segregating, dispositioning and recording nonconforming product (8.7), and the corrective action process behind it (10.2). The auditor’s favourite test in a factory is to pick a rejected part from the quarantine rack and trace it: a real system produces the nonconformity record, the disposition, the authority and the corrective action in minutes.
Step 7: Train your people and build competence. Everyone whose work affects quality must be competent and the evidence must exist (7.2): operators who know the tolerances, inspectors who can use the gauges, supervisors who can stop the line. Everyone must be aware of the policy, the objectives that concern them, the consequences of not conforming and, new in 2026, the organisation’s quality culture and ethical behaviour (7.3 e)), which auditors test by asking operators, not managers. Develop your own internal auditors through Sterling’s internal auditor training during the project so that step 8 and every year after it are in your hands.
Step 8: Run an internal audit and management review. Audit the system against every clause and every process (9.2), including the 2026-specific items: the analysis behind the risk register, the separate opportunities, the seven considerations in any recent change (6.3 a) to g)), knowledge retention, and awareness of quality culture and ethical behaviour. Then hold management review on the full 9.3.2 agenda, including changes in interested-party expectations (9.3.2 c)) and the effectiveness of actions on risks and on opportunities, reviewed separately (9.3.2 g), h)). This is the dress rehearsal for the certification audit, and it surfaces the gaps while there is time to fix causes rather than symptoms. Under Sterling’s method the system does not go to the certification body until it has passed this audit.
Step 9: Pass the certification audit. Engage a certification body accredited by the Philippine Accreditation Bureau (PAB) or a foreign accreditation body such as UKAS, JAS-ANZ or IAS, all recognised under the global arrangement administered by Global ACI. Stage 1 reviews readiness: scope, documented information, internal audit and management review done. Stage 2 audits the system in operation: a production walk, records examined, operators and supervisors interviewed, traceability tested from finished goods back to raw material. Ask the body, before you sign, when its accreditation will be extended to ISO 9001:2026; Global ACI-TECH-3-TR 2029-09-30 (M) places those extensions during 2027 (accreditation bodies must be ready by 31 March 2027 and complete their decisions by 30 September 2027), so accredited 2026 certificates appear body by body during 2027. If Stage 2 falls before your body’s date, the certificate is issued to ISO 9001:2015 with your 2026-built system and confirmed to the 2026 edition at an early surveillance audit; from 31 March 2028 initial certifications are issued only to ISO 9001:2026.
Step 10: Get certified, verify and maintain. Confirm that your certificate appears on the global CertSearch register, which continues to operate under Global ACI, and that its scope names the products and processes your customers care about. Then keep the system running: surveillance audits in years one and two, recertification in year three, internal audits and management reviews on schedule, corrective actions closed with an effectiveness check, objectives measured. The value compounds only while the system runs; a certificate on a wall above a factory that has stopped measuring is worth what it cost to frame.
What the standard covers: the process approach in a factory
ISO 9001:2026 asks a factory to control the whole chain from order to delivery as connected processes, each with defined inputs, outputs, controls and measures, and to run the management activities that keep the chain improving. The simplest way to see the standard is to follow one order through the plant.
| Stage of the order | What ISO 9001:2026 requires | Where the loss usually happens |
|---|---|---|
| Enquiry and order | Requirements determined and reviewed before commitment, changes controlled (8.2.2 to 8.2.4); customers told about contingency arrangements, including disruptions to supply (8.2.1 e)) | Order accepted without checking capacity or specification |
| Design (where applicable) | Planned, with inputs, controls, outputs and changes recorded (8.3); iterative development acknowledged in the 2026 NOTEs | Drawings changed without review |
| Purchasing | Suppliers evaluated, monitored and re-evaluated on evidence; incoming verification defined (8.4) | Material accepted on the delivery receipt alone |
| Production planning | Processes planned with criteria, resources and the records needed (8.1); changes to production reviewed and authorised (8.5.6) | A new line or shift started with no change plan |
| Production | Controlled conditions, competent people, calibrated equipment, in-process checks (8.5.1, 7.1.5, 7.2) | Operators working to memory; gauges out of calibration |
| Inspection and release | Acceptance criteria met and release authorised by a named person (8.6) | Product shipped to make the month’s target |
| Nonconforming product | Identified, segregated, dispositioned, recorded (8.7); corrective action on causes (10.2) | Rework without a record; the same defect next month |
| Traceability, storage, delivery | Identification and traceability where required (8.5.2); preservation (8.5.4); post-delivery activities (8.5.5) | Batches that cannot be traced when a customer complains |
| Management activities around the chain | Leadership (5), planning of risks, opportunities, objectives and changes (6), competence and knowledge (7), monitoring, audit and review (9), improvement (10) | Data collected and never reviewed |
Every hand-off in the table is a point at which quality can be lost, and the quality management system is the set of controls that prevents the loss. The certificate confirms the controls exist and work; the customers notice when they stop.
Where Philippine manufacturers most often struggle
The findings that Sterling’s auditors raise most often in Philippine factories cluster in seven areas, and none of them is about paperwork for its own sake; each is a place where the control exists in someone’s head and nowhere else.
- Calibration (7.1.5). Measuring equipment with no calibration status, lapsed certificates, or verification against a reference that is itself unverified.
- Control of nonconforming product (8.7). Defective product segregated by habit but with no disposition decision, no authority and no record; concessions given verbally.
- Traceability (8.5.2). A procedure that describes traceability and a warehouse in which no batch can be traced when asked.
- Supplier control (8.4). Suppliers approved because they have always been used; no performance monitoring; no re-evaluation after a quality escape.
- Documented information out of control (7.5). Superseded drawings on the floor, unapproved work instructions, records that cannot be found.
- Objectives and improvement that are not real (6.2, 9.1.3, 10.1). Objectives set on paper and never measured; improvement claimed with no data.
- Corrective action that treats symptoms (10.2). The defect is fixed; the cause is not; the problem returns.
The 2026 edition adds four places where a factory built on a 2015 template will be caught: a risk register with no analysis behind it and no separate opportunities (6.1.2, 6.1.3); a new machine, line or shift introduced without a plan covering communication, monitoring and review of the change (6.3 e) to g)); a retiring foreman whose knowledge was never retained and shared (7.1.6); and operators who have never been told what the organisation expects of them in terms of quality culture and ethical behaviour (7.3 e)).
Cost and timeline for a manufacturer
A single-site Philippine manufacturer with a working operation typically reaches certification in three to six months; the drivers are size, the complexity of the production processes, the number of sites and product lines, and how much quality control already exists. The cost comes in two streams that must be quoted separately: the consulting fee for building and preparing the system, and the certification body’s audit fee for the independent audit and the certificate.
| Cost stream | Paid to | What drives it |
|---|---|---|
| Consulting: gap assessment, system design, documentation, training, internal audit, audit support | Sterling | Scope and complexity; whether design and development is in scope; the depth of risk analysis needed; training volume; whether you are building from little or tightening a system that exists; Design™ or Drive™ track |
| Certification: Stage 1, Stage 2, certificate, annual surveillance | Certification body | Audit days set from headcount, sites and process risk under the accreditation rules; the body’s day rate; it is not the consultant’s to discount |
| Optional: QMS software | Software provider | Effivity for documents, records, calibration and supplier registers, audits and reviews; it reduces consulting hours and keeps the system alive after certification |
Sterling’s indicative corridor for a single-site Philippine SME is ₱170,000 to ₱320,000 for consulting and ₱100,000 to ₱200,000 for the certification body; manufacturers with several product lines, shifts or in-house design sit in the upper half of both. The exact figure comes from the gap assessment, and any flat “ISO 9001 package” price quoted before anyone has walked your floor is a guess. For most factories the reduction in scrap, rework and returns from a real system pays back the investment quickly, before the contract wins are counted; see the full cost logic on the ISO 9001 certification page.
What separates a real QMS from a certificate on the wall
The Philippine market has providers selling quick, cheap ISO 9001 certificates with little implementation behind them: some are outright fakes, some are issued by accredited bodies that run the audit as a formality, and since publication week some are “ISO 9001:2026 certificates” that no accredited body can yet issue. A hollow certificate fails a manufacturer three times over.
It wins nothing durable, because a serious buyer audits the factory itself or notices at the first quality failure. It improves nothing on the floor, so scrap, rework and returns continue at the old rate. And it collapses when you try to build on it: the automotive customer’s IATF 16949 requirement, the integrated ISO 14001 and ISO 45001 system, the second-party audit from a multinational buyer, all assume substance that is not there. The test is simple. A real quality management system describes how your factory actually makes quality, the people use it because it helps them, and it holds up when an independent auditor walks the production floor and traces the records. A certificate that cannot survive that scrutiny is not an asset the factory owns; it is a liability waiting for the audit that exposes it, and in manufacturing that audit almost always comes. Before you rely on any certificate, your own or a supplier’s, read how to verify an ISO certificate in the Philippines.
Already certified to ISO 9001:2015?
If your factory already holds an ISO 9001:2015 certificate, it remains valid until 30 September 2029, the end of the three-year transition period that Global ACI fixed in Global ACI-TECH-3-TR 2029-09-30 (M), published on 16 September 2026; after that date ISO 9001:2015 certificates and accreditations are no longer valid. The transition work concentrates in the policy (5.2.1 e), 5.2.2 d)), the risk and opportunity registers (6.1.2, 6.1.3), the change-planning method (6.3 e) to g)), organisational knowledge (7.1.6) and quality culture and ethical behaviour (5.1.1 i), 7.3 e)), and it is confirmed once your certification body’s accreditation is extended to the 2026 edition, which the Global ACI milestones place in 2027, at a scheduled surveillance or recertification audit or a special transition audit, on site or remotely by information and communication technology, with the body reviewing the changed requirements, changes to your context and any other changes your system needs. Sterling runs it as Sterling Revise™: a gap assessment in week one, the number in week two, the plan and the booking by week four. The full picture for certificate holders is on the ISO 9001:2026 transition page.
How ISO and GRC certification fits the Sterling system
Sterling delivers ISO and GRC certification through Sterling OS™ — our delivery operating system: Design™ (guided) or Drive™ (fully managed), then Sustain™, Automate™ and Revise™. It connects into the Sterling Business Excellence Framework™, one integrated system across quality, environment, safety, energy and continuity. Not sure which standard is right for you? Use our free Select the Standard™ tool, or request a free gap analysis.
Certified to ISO 9001:2015? Take the free ten-minute ISO 9001:2026 gap check, then let a local Sterling lead auditor turn your result into your transition plan.
Train every employee before the audit, not a sample of them. Sterling consulting clients benefit from preferential course access and special pricing on Sterling Academy through their Sterling consultant, including complimentary awareness training for the standards you are implementing, as part of your engagement. Awareness for everyone, practitioner courses for the people who own processes and controls, and a numbered Certificate of Completion, verifiable online — the per-person record your certification auditor asks for. Every Sterling engagement is end to end: consulting to certification, Effivity software, live training, Sterling Academy e-learning and Sustain™ after certification.
What clients say about working with Sterling
Our proof is our clients. Read verbatim feedback from organisations Sterling has taken through ISO and GRC programmes across the Philippines and beyond — named signatories, real letters.
Frequently asked questions
Why do buyers and tenders require ISO 9001 from manufacturers? Because it is the internationally recognised, independently audited proof that a factory runs a quality management system and can consistently meet requirements. A buyer cannot audit every supplier itself; an accredited ISO 9001 certificate, verifiable on the global register, is the shortcut it accepts, and for multinational and PEZA supply chains it is the baseline qualification before any product audit.
What is the current version of ISO 9001? ISO 9001:2026, published on 16 September 2026 as the sixth edition. It cancels and replaces ISO 9001:2015, which remains the edition cited on existing certificates until they are transitioned. New systems should be built to the ISO 9001:2026 standard; whether a first certificate cites 2026 or 2015 depends on when the certification body’s accreditation is extended to the new edition, and from 31 March 2028 initial certifications are issued only to ISO 9001:2026.
How long does ISO 9001 certification take for a manufacturer? Usually three to six months from gap assessment to certificate for a single-site factory with a working operation. Multi-site groups and manufacturers with in-house design take longer; a factory with a lapsed system takes less. The certification body’s scheduling of Stage 1 and Stage 2 is inside those figures, which is why Sterling books the body during implementation rather than after it.
Do we need to certify our design process? Only if you design your own products. A factory that manufactures strictly to customer specifications can exclude the design and development requirements of 8.3, provided the exclusion is justified in the scope under 4.3 and does not affect the factory’s ability to deliver conforming product. Contract manufacturers that modify customer designs usually cannot exclude it.
Who issues the certificate, and how do we know it is genuine? An independent certification body accredited by PAB or a foreign accreditation body recognised under the Global ACI arrangement issues it after a two-stage audit; the consultant who prepared you cannot. Confirm that the certificate appears on the global CertSearch register, that its scope matches your products, and that any certificate citing ISO 9001:2026 was issued after the body’s accreditation for that edition.
Can we certify more than one factory under one certificate? Yes. A multi-site certification covers several plants under one quality management system with central control, and the certification body samples sites across the three-year cycle rather than auditing every plant in full every year. It is cheaper per site than separate certificates and is the usual route for groups with plants in Luzon, the Visayas and Mindanao.
What documents does ISO 9001:2026 require of a factory? Far fewer than most consultants produce. The standard asks for documented information at 27 points: eight documents, including the scope, the quality policy, the quality objectives and the specifications and instructions needed at the point of use, and nineteen records, including calibration, competence, inspection and release, nonconforming product, supplier evaluation, internal audit and management review. No quality manual and no mandatory procedures are required, and the 2026 edition adds no new documents.
Will ISO 9001:2026 make our 2015 certificate obsolete? No. Your ISO 9001:2015 certificate remains valid until 30 September 2029, the end of the transition period fixed by Global ACI in Global ACI-TECH-3-TR 2029-09-30 (M). You update the system to the 2026 requirements and have the change confirmed at a surveillance, recertification or special transition audit once your certification body’s accreditation is extended to the new edition, which happens body by body during 2027. A well-built 2015 system transitions with a few days of desk work plus the elapsed time for the culture and ethics evidence.
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Read next
ISO 9001 certification in the Philippines for the full commercial picture; ISO 9001:2026 for manufacturing for the clause-level changes on the factory floor; integrated ISO 9001, ISO 14001 and ISO 45001 certification; the ISO 9001:2026 transition page for certified factories; how to get ISO certification in the Philippines; and the clause-by-clause register of ISO 9001:2015 vs 2026 changes. For the transition itself, start with what changed in ISO 9001:2026 for a certified company, the twelve-step migration plan and what drives the transition cost, then the working guides on rebuilding the risk register and re-basing the internal audit.
Sources
ISO 9001:2026, Quality management systems — Requirements, sixth edition, published 16 September 2026 (ISO catalogue stage 60.60): 4.1, 4.2 c), 4.3, 4.4, 5.1.1 i) and k), 5.2.1 e), 5.2.2 d), 5.3 e), 6.1.2, 6.1.3, 6.2.1 b), 6.3 a) to g), 7.1.5, 7.1.6, 7.2, 7.3 e), 7.5, 8.1, 8.2.1 e), 8.2.2 to 8.2.4, 8.3, 8.4, 8.5.1, 8.5.2, 8.5.4, 8.5.5, 8.5.6, 8.6, 8.7, 9.1.3, 9.2, 9.3.2 c), g) and h), 10.1, 10.2; https://www.iso.org/standard/9001. ISO 9001:2015 for the comparison. ISO 14001:2026, published 15 April 2026; ISO 45001:2018 and its revision at ballot, publication expected 2027. IATF 16949:2016, AS9100 (current revision) and ISO 13485:2016 for their relationship to ISO 9001. ISO/IEC 17021-1 for the Stage 1 and Stage 2 structure and multi-site sampling under the accreditation rules. Global ACI (Global Accreditation Cooperation Incorporated), successor to IAF and ILAC from 1 January 2026: Global ACI-TECH-3-TR 2029-09-30 (M), Transition Requirements for ISO 9001:2026, version 1.0, issued 4 September 2026, published 16 September 2026 on global-aci.org, verified 18 September 2026; Global ACI-TECH-3-TR 2029-04-30 (M) for ISO 14001:2026, published 14 September 2026. Philippine Accreditation Bureau (PAB), Department of Trade and Industry. Sterling International Consulting indicative fee corridors and delivery timelines from current engagements.