## 5 Conclusions and Contributions  
This manuscript introduces a comprehensive conceptual model for G-QMS in SoS, thoroughly detailing its core principles and QMS entity structures, emphasizing the dynamics of their interactions, as well as those between other structural elements, including relationships with external elements like the client commissioning the SoS and the global organizational structure established for the SoS project. The model is completed with a detailed description of its key aspects, such as the management method approach integral to G-QMS in SoS, characterized by transdisciplinary management with a high level of expertise in quality management and with an independent organizational structure. It proposes an example of how quality management could be effectively operationalized  
Figure 9: A horizontal–vertical conceptual quality process structure in SoS project. through a designated IPT work concept. Another example of a notable aspect of this model is QMS entities which contain QMS\({}_{\text{CS}}\)s as an essential component, offering for that benefit a classification key as a quality management tool. The conceptual model for G-QMS in SoS extends the common QMS, usually aligned with QMS international standards by incorporating necessary adjustments for SoS projects, integrating Systems Engineering processes and Systems Thinking methodologies. The outcome created is a cohesive framework essential for the successful G-QMS in SoS implementation with meaningful contributions to SoS projects. The model can serve as a guide for quality management bodies in establishing G-QMS for SoS projects, highlighting critical but underexplored domains in quality management that, if developed, could significantly enhance the quality contribution to SoS projects. Additionally, the G-QMS in SoS model provides insights into structuring the G-organizational and functional architecture for SoS projects, particularly emphasizing the role of the SoS G-QMS CORE leader within the project's chief management trio. The completion of this model, along with its interconnections with the G-QMS of G-org. of SoS model, culminates in a well-defined conceptual model for G-QMS in Sectors of SoS. Research Limitations and Directions for Future ResearchThe creation of this pioneering conceptual model for G-QMS in Sectors of SoS opens a new avenue for research, marking just the beginning of exploration in this field. Future studies could focus on several areas. Future research could explore the elements or aspects of this model in greater detail. These kinds of works could provide in-depth guidance for relevant organizational quality bodies and contribute to the literature as a source for periodically updated QMS standards. One of these could be, e.g., further development of the QMS\({}_{\text{integ}}\) alongside the layout of its unique QMS\({}_{\text{int}}\) entities. Tools from Systems Thinking, such as CLD or Systemigrams, could be instrumental in these investigations. Secondly, the current model introduces some examples of extended or additional quality management tools specialized for the SoS arena, along with an illustration of the conceptual quality process structure for SoS projects. Future studies could identify and develop additional tools, enhancing the body of knowledge and potentially offering practical benefits not only to G-QMS in Sectors of SoS but to G-QMS of other sectors as well. Thirdly, given the model's adaptability to various G-organizations and to various SoS projects, future research could include case studies analyzing specific models tailored to particular organizations or projects, or even specific sectors. These case studies could enrich the knowledge base for each such model, and further contribute to the general model developed in this work. Fourthly, the qualitative methodology employed in this research contributed crucially to the conceptualization of this novel model.