The same process was done in the Master Phasing process which established the program schedule and the benchmarking of major milestones. Para metrics were used for the purpose of linking of interdependent groups. Another important element was the supplier management which allowed Boeing to effectively manage its risk management. A Japanese and Australian corporation was taken on board as program participants who were provided rigorous details as to the requirements.
These participants were asked to work together with the Boeing engineers due to Boeing’s policy of working along side their suppliers. Both agreed to a technology transfer and in the case of the Japanese, the initial difficulties were in terms of the tedious tasks of transferring heavy machinery amongst some.