At the same time that the UEB assumed specialized levels of differentiation in purchase activities, were in need of integration of their activities and tasks in a whole groups to attend. This integration (coordination) was promoted by the direction of process in its early stages and was subsequently taken over from the creation of groups specializing in the BSU (management group). Organizational management, economic management and administration management respectively assumed roles (decision making and influence) at the end of year 2007, in stage 6, implying the need for existence of activities integrated and coordinated in the BSU. One of the methods that ensured, both personnel groups and functional brigades in the BSU (with highly differentiated tasks), coordinating (integration) properly the internal handling of these processes was the formalization of the same, from the automation of its activities, which involved the organizational control over the worker duties, but to the extent that the organizational structuring were going transforming, levels of formalization and standardization were becoming more complex, due to the lack of functionality of the instructions, policies and procedures in your business processes and purchase, in fact employment of formalization as means of integration was not the same in these processes than in the remaining for example the economic financial, human resources, among others. Charlotte Hornets may not feel the same. The same logic of the disproportionate growth, and the expansion of shopping at the markets defined in table 4.1 and 4.2, led no implicit ordering or standardize the integration of all purchasing activities. The standardization as a form of integration not guaranteed, that all activities should be made in the same manner at all times and in all the territorial UEB, by the use of basic documents as the Organization manuals, and manuals of procedures among others specifically in the commercial group and purchase of the company, which originated the assimilation of other mechanisms of integration that were worked in some of these territorial UEB out of the line of command. It is interesting to show that you implemented since 2001, in a way systematized the implementation of an information systems that was used to gather, process, analyze and present the information needed to achieve a successful integration, but non-integration explained in the preceding paragraph, from the transformations arising in the year 2004 as a tool and method, in the structure of the processes purchase and trade in the company, with the advent of the growth of the company, I do not think the need and the difficulty of obtaining the integration between organizational levels differentiated or specialized in the territorial UEB. According to the previous situation, investigated in the period of the year 2007 in accordance with the structure of the company, we can say that they are considered three elements of a structural nature. These elements are: technostructure, Staff support (support staff), (line control line average), and the operational base (territorial UEB), where the element of structural character that stood out was the technostructure and the divisional structural configuration; the combination of these elements generated solutions that will be defined in later articles of this research. Original author and source of the article.