由於全球化程度的提高，成本和其他基本業務正在迅速發生變化，傳統的設計技術和供應鏈戰略需要更新。治理結構的出現主要是為了應對兩種不同的協調需求(Sawchuck, 2007)。這種治理進一步為組織提供了確定或影響供應商基礎內其他組織的活動的能力。這種影響可以擴展定義供應商生產中的產品的需求，並且有一個使用標準和過程的規範(Sandstrom, 2011)。這種情況增加了對供應商基礎的技術支持的需要，以增強他們實現所需性能的能力。對於外包供應商來說，過渡不良的工作可能會在很長一段時間內影響連接和對齊。由於關於轉換過程和需求的信息不正確或不充分，可能永遠不會有一個與集成相關的問題的完整解決方案(Carter et al.， 2007)。
隨著全球化範圍的擴大，集成組織之間和跨組織的活動和過程是一個主要的關注點。這是基於證據和文件，每個挑戰的基礎在於供應鏈的碎片配置(Thomsen, 2005)。作為一個重要的例子，最近一段時間的經濟和金融動盪嚴重打擊了一些商業組織，但受影響最大的行業是汽車行業。特別是，供應商正面臨巨大的成本壓力，因為他們被迫尋找新的低成本生產模式。但是，已經查明，供應商可能無法根據地點制定綜合戰略。從長遠來看，如果要接受成本和風險，他們可能會面臨失敗。大多數進行重大投資的供應商主要是出於對成本和增長的考慮(Mattsson, 2003)。只有在某些情況下，這些投資傾向於形成一項綜合戰略，同時擁抱全球化的每一個驅動因素。這涉及在全球範圍內發展平衡足蹟的關鍵目標，同時顯示出對涉及變化的條件的適應能力。
As a result of increased globalization, shifts in costs along with other fundamental operations are taking place at a quick pace that conventional design techniques and supply chain strategies need to be updated. There can be arise of governance structures primarily in response to 2 different necessities for coordination (Sawchuck, 2007). This governance further provides the ability to an organization for determining or influencing the activities of other organizations within the base of supplier. This impact can extend the need to define the products in the production of the suppliers, and there is a specification of using standards and processes (Sandström, 2011). This scenario increases the need for involving technical support to the base of supplier, for enhancing their competence to achieve the performance required. Poorly transitioned work for outsourcing suppliers can result in impacting both linkage and alignment over an extended duration of time. Because of incorrect or inadequate information with respect to transitioned processes and requirement, there may never be a fill resolution of issues related to integration (Carter et al., 2007).
With the enhanced scope of globalization, there is a primary concern to integrate the activities and processes between and across the organizations. This is based on evidences and documentation that the base of every challenge lies in fragmented configurations of supply chain (Thomsen, 2005). As a significant example, the economic and financial turmoil in recent period has hit a number of business organizations severely, but the most affected sector is the automobile industry. In particular, the suppliers are dealing with intense pressure of cost, as they are forced to look at new patterns of low-cost to manufacture. However, it has been identified that suppliers may fail in devising integrated strategies based on location. For embracing cost and risk, in the longer run, they may face failure. A majority of suppliers who make major investment are primarily driven by the consideration of cost and growth (Mattsson, 2003). Only in some cases, these investments tended to be forming an integrated strategy while embracing each and every driver of globalization. This involves the key aim for development of balanced footprint across the globe while showing resilience to the conditions involving change.