**7. Conclusion**

A considerable part of the problem of late deliveries has its origin in unsound process structures and little process control internally but even more regarding inter-company coordination. However, dealing with a transparent process structure and being able to manage each process according to its requirements and status in the overall project, can already prevent a good portion of late deliveries or at least of uncertainty in the process. When the target process is structured, it can be managed like a workflow with checklists at the coordination points. By doing so, the transfer of incorrect or incomplete data and information transfer can be reduced. Even though a part may still be late, a delay can earlier be anticipated by a consistent process control. An adjustment of project plans can earlier take place which may provide further options of reaction. Hence, as more transparent and controlled a process is managed, as faster a company is able to realize deviations and as faster it can react to those disturbance variables.
