One of the steps usually undertaken in the formation of partnerships is the assessment of organisations' competencies. The typical notion of competencies, which have a functional or technical nature and provide specific outcomes, refers, in fact, to what can be considered as hard competencies. However, the very act of collaboration has its specific requirements, for which the involved organisations must be apt to exercise other types of competencies that affect their own performance and the success of the partnership. These competencies are more of a behavioural nature, and can be named as soft competencies. This study aims at addressing the effects of the soft competencies on the performance of the hard ones. An extended competencies model is thus proposed, allowing the construction of adjusted competencies profiles, in which the competency levels are dynamically determined according to the requirements of collaboration opportunities. The idea of competencies fitness arises from this adjustment, allowing better selection of partners.