# Model for Global Quality Management System in System of Systems
## 1 Introduction
### Literature Review
Notable and relevant sectorial QMS standards include AS9001:2016--QMS requirements for aviation, space, and defense (aerospace) organizations [21], ISO 13485:2016--tailored for medical device organizations [22], and ISO 22163:2017--designed for rail organizations [23]. However, the international standards, including the sectoral ones, refer to the QMS of an organization in its broadest sense and lack the relevant and necessary references to G-organizations in general, particularly to G-organizations in SoS sectors characterized by an intricate QMS [21; 22; 23]. Therefore, although the sectorial standards include an expansion of requirements, they do not provide a satisfactory answer. As a first aspect, QMS is based on the core principle of these international standards, the _Process Approach_, [19] and similar standards. However, as noted by [24], the Process Approach does not address the level of process complexity of global organizations. Therefore, the corresponding Process Approach that underlies the QMS must be scalable to a _System Approach_ to navigate the complexities within global organizational systems, especially G-organizations in SoS sectors. Furthermore, when dealing with the Process Approach, other methodologies, such as _Business Process Orientation (BPO)_[25; 26] and _Process Maturity_, are also incorporated. Schematically, _System Maturity_ is an expansion of Process Maturity, offering a model for assessing and guiding best practice improvements in organizational maturity and process capability throughout the life cycle of a product [27]. However, existing literature shows that there is still not a single integrated methodology for System Maturity. Yet, at the level of international standardization, ISO 9004, which provides guidelines expanding and deepening the requirements for QMS, promotes the use of System Maturity [20]. Likewise, the sectorial international standards are in development in accordance with this trend, like AIMM for the aerospace sector [28]. The second aspect lies in the certification method for the standard. The prevailing _QMS certification_, according to all current international standards, is based on a binary model--\(0/1\), implying either compliance (certification) or non-compliance. Therefore, it is perceived in terms of the first level only. This model falls short of capturing the essential aspects concerning G-organizations in SoS sectors. Additionally, beyond the absence of the required references to the organizational framework of SoS, the international QMS standards also lack the necessary references to the unique attributes and characteristics of SoS. **Global Quality Management System (G-QMS)** is a new term that has not received sufficient attention in the academic research arena. While instances of QMS applications can be found in a global organization [29; 30; 31; 32], G-QMS remains undefined, nor is it clearly expressed in the QMS international standards. The literature review underscores the vast potential of G-QMS research, which is still in its infancy [24; 29; 32; 33; 34]. It is clear that G-QMS faces unique challenges due to geographical dispersion, rendering the global element more intricate and pivotal to manage [35]. Despite the substantial impact and importance of globalization, the absence of a global quality management strategy, coupled with a lack of requisite requirements or guidelines, casts ambiguity on the potential contributions of globalization to the G-QMS model. This gap underscores a fertile ground for further exploration and elaboration to better comprehend and define the interplay of globalization within the G-QMS paradigm. Extending the Process Approach underlying the QMS standards is necessary and aligns with the perspectives and principles of systems theories, which underpins **Systems Thinking**. Similarly, Systems approaches are in the foundation of the SE discipline, from which the SoSE also develops.