The concept of management accounting for supply chains (or supply chain controlling) can be used as a process map for practitioners and researchers alike to be able to identify strengths and weaknesses in their supply chain controlling. The research presented in this paper is first based on a Delphi-study and literature review. Subsequently, a series of expert interviews in North-Hesse companies was conducted. The article provides insights that companies mainly focus on the operation phase of the supply chain. Despite claims to enhance relationships with suppliers, internal systems and functional integration need improvement, which is reflected in the managers´ opinions and in the focus on their intra-corporate supply chain. Trust and infrastructural integration also need being improved.