Comprehensive coordination of cooperation relies on a holistic planning and control in cooperation require the permanent exploitation of rationalization potentials and opportunities to improve performance, as well as a continuous preservation of the functionality. Just the acquisition of coordination is controlling in the vicinity of corporate governance. It is a cross-company coordination of structural elements and processes. Interdependencies between logistics and quality assurance are clearly visible. As is the communication in the closely related to all other subsystems. The efficiency of cooperation is the higher, the better all structures and processes are coordinated. However, this request must prevail against the often very specific requirements of individual functional areas, such as certain coherent strategies of for quality assurance in the company. In the collaboration between buyers and suppliers, a precise vote must be in various subsystems.
The basis of controlling and regulatory control is the identification and analysis of deviations. Cooperation controlling such deviations at the level of the potential can occur by change them or design goals will not be achieved. Differences at the level of each cooperation process can be, for example, quality defects, deadline or delays in the transmission of information. See also Becker, Jorg: Management cockpit of the intellectual capital report, ISBN 9783837046540. This includes corresponding controlling duties consist in improving existing control and control systems by optimizing the setpoints, which occurs mainly through operationalization of cooperation objectives, or by improving the controls. For example, the development of the supplier product can be triggered in case of pending changes to the final product at an early stage. The acceleration of the feedback by ensuring an appropriately fast and secure flow of information regarding variance information, Deviation analysis, regulation size, or control pulse increases the adaptability of the cooperation. This information base can be achieved through the establishment of a special cooperation-related reporting system.
The balance of knowledge helps to bring a more manageable order in the previously described factors Tableau. It examines how important certain processes for the company’s success have, which processes particularly risk-prone and some more strength work. Important questions include: what are all the Central processes that can ensure a success? Which central value-added processes affect the success of the business? What major processes are necessary to create the products/services to market? What processes cause the greatest difficulties? Which processes lead to bottlenecks or delays? What processes most affect customer satisfaction? Which processes have the greatest savings potential?