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Despite its promises to generate superior supply chain performance, supply chain collaboration remains an elusive goal for many organizations. While much research has explored various facets of successful management of supply chain relationships, the complexity of factors that can impact the quality of collaboration make implementation difficult to achieve. This paper uses a series of case studies of twelve exemplary European firms from a supply chain standpoint to explore potential frameworks that can better categorize those factors that lead to exemplary supply chain collaboration. Both barriers and initiatives to overcome those barriers are identified and categorized as either structural or cultural. The study reveals an interesting relationship between these categories and provides a series of propositions that can inform future confirmatory studies in supply chain collaboration.

Cultural and structural forces: A potentially symbiotic or dysfunctional relationship in the journey towards supply chain collaboration