Implementing multiple business functions across different geographies, cultures, corporate structures and priorities takes thought and planning.
There is not one right answer. Some organizations seem to have corporate cultures whose local organizations are resilient enough to handle things well with a minimal set of core values Others have very detailed and stringent regulations from HQ that requires significant handholding.
Yet no matter how much you plan ahead, managing business structures across borders will require constant adjustment as the requirements change and the organization matures or evolves.
Setting up common, agreed-upon expectations on roles and responsibilities is probably the most critical start to efficient and effective operations. This is even more crucial when distances are great.
Each function (sales, marketing, supply chain, business development) by definition has different prisms of vision on the business and that can create some conflict or disagreement. When handled properly these can enable the organization as a whole to flourish for the better.
Here are key points to consider: