Supply Chain Management: An International Journal

A conceptual framework for supply chain collaboration: empirical evidence from the agri-food industry
A. Matopoulos, M. Vlachopoulou, V. Manthou, B. Manos,
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 A conceptual framework for supply chain
collaboration: empirical evidence from the
agri-food industry
A. Matopoulos, M. Vlachopoulou and V. Manthou
University of Macedonia, Thessaloniki, Greece, and
B. Manos
Aristotle University of Thessalonki, Thessalonki, Greece

Abstract
Purpose The purpose of this paper is to analyse the concept of supply chain collaboration and to provide an overall framework that can be used as a
conceptual landmark for further empirical research. In addition, the concept is explored in the context of agri-food industry and particularities are
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identified. Finally, the paper submits empirical evidence from an exploratory case study in the agri-food industry, at the grower-processor interface, and
information regarding the way the concept is actually applied in small medium-sized enterprises (SMEs) is presented.
Design/methodology/approach The paper employed case study research by conducting in-depth interviews in the two companies.
Findings Supply chain collaboration concept is of significant importance for the agri-food industry however, some constraints arise due to the nature
of industrys products, and the specific structure of the sector. Subsequently, collaboration in the supply chain is often limited to operational issues and
to logistics-related activities.
Research limitations/implications Research is limited to a single case study and further qualitative testing of the conceptual model is needed in
order to adjust the model before large scale testing.
Practical implications Case study findings may be transferable to other similar dual relationships at the grower-processor interface. Weaker parts in
asymmetric relationships have opportunities to improve their position, altering the dependence balance, by achieving product/process excellence.
Originality/value The paper provides evidence regarding the applicability of the supply chain collaboration concept in the agri-food industry. It takes
into consideration not relationships between big multinational companies, but SMEs.

Keywords Supply chain management, Channel relationships, Food industry

Paper type Research paper

Introduction efficient data and information exchanges between supply

The recognition, the last decades, of the supply chain as a key
and vital field for enterprises success, in contrast to the
traditional intra-enterprise focus on internal processes, has
been a major change and challenge, in the modus operandi of
enterprises. In many cases, their ability to compete has been
directly linked with their ability to collaborate with other
enterprises. Many writers, (Lewis, 1990; Lamming, 1993;
Hines, 1994; Gattorna and Walters, 1996; Christopher, 1998;
Gunasekaran et al., 2001), have recognised this increased
need for collaboration, stressing out the establishment of
closer and long-term working relationships even partnerships
with suppliers at various levels in the chain, as a way to
construct ever more efficient and responsive supply chains, in
order to deliver exceptional value to customers. However,
collaboration in the supply chain is not always easy to achieve,
even when past communication restrictions, regarding
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1359-8546.htm
chain members, have been more or less surpassed by the
information and communication technology revolution and
the development of e-business applications. A number of
factors related to the business environment, the specific
industry features, and endogenous firm characteristics, may
still influence the series of dyadic business relationships,
which constitute the supply chain, enabling or deteriorating
this way collaboration opportunities.
Despite the barriers that potentially deteriorate
collaboration among companies for many industries all over
the world, collaboration is becoming more of a necessity than
an option. Based on existing research on supply chain
collaboration, this paper attempts to understand the concept
of collaboration and to provide a theoretical landmark to be
used by more empirically oriented research. Emphasis is given
in the agri-food industry, which is characterized by a number
of key and unique characteristics, mainly related to: product
features, and the sectors structure, where collaborative
practises developed in response to the economic pressures
are driving the evolution of the chain and encourage greater

The authors would like to thank G. Michalitsos and K. Balatsos,

Supply Chain Management: An International Journal
12/3 (2007) 177 186 purchasing manager of HC and managing director of BC respectively, for
q Emerald Group Publishing Limited [ISSN 1359-8546] the provision of all the relevant information and data in order to complete
[DOI 10.1108/13598540710742491] the research.

177
 A conceptual framework for supply chain collaboration
A. Matopoulos, M. Vlachopoulou, V. Manthou and B. Manos
vertical and horizontal co-ordination. As Cadilhon and
Fearne (2005) argue, most of the articles on supply chain
collaboration typically focus on large multinational
companies, while the agri-food industry, particularly in
Europe, is to a great extent an industry dominated by small-
medium sized enterprises (SMEs) (European Commission,
2002). Drawing on this aspect, the paper provides empirical
evidence based on a case study conducted at the grower-
processor interface. The companies of the case study are not
large multinationals but SMEs, operating in the Greek
market. This will offer valuable insights regarding
collaboration issues and whether the supply chain
collaboration really applies or not in the sector, as well as,
the intrinsic difficulties and risks associated to collaboration.
Supply chain collaboration: analysing the concept
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Collaboration is about organisations and enterprises working
together and can be viewed as a concept going beyond normal
commercial relationships. It is a departure from the anchor
point of discreteness which underlies spot market transactions
to a relational exchange, as the roles of supplier and buyer are
no longer narrowly defined in terms of the simple transfer of
ownership of products (Macneil, 1981). Collaboration
appears as enterprises recognise cases where working and
operating alone is not sufficient to resolve common problems
and to achieve the desired goals (Huxham, 1996; Corbett
et al., 1999; Barratt and Oliveira, 2001; Wagner et al., 2002).
Collaboration between supply chain partners is one of the
issues which lately have received increased attention in the
supply chain literature (Andraski, 1999; Anderson and Lee,
1999, 2001; McCarthy and Golicic, 2002), in addition to
attention received in the past in the strategic management
literature (Spekman and Sawhney, 1995; Brandenburger and
Nalebuff, 1996; Kumar, 1996).
In fact, some authors (McLaren et al., 2002; Becker et al.,
2004) argue that there is a new school of thought in the
supply chain literature regarding the notion of supply chain
collaboration. Essentially, a prerequisite for the existence of
supply chain collaboration is the existence of supply chains in
addition to collaboration. The notion implies that the chain
members, two or more, become involved and actively work
together in coordinating activities which span the boundaries
of their organizations in order to fulfil and satisfy customers
needs (Bowersox, 1990; Mentzer et al., 2000; Muchstadt et al.,
2001). Based on existing relevant literature, a general research
framework for supply chain collaboration is suggested
(Figure 1). Two pillars are distinguished in the framework
for supply chain collaboration, which are dealing with the
design and the government of supply chain activities, and the
establishment and the maintenance of supply chain
relationships, respectively.
Design and government of supply chain activities
The first pillar in the framework is related to the design and
government of supply chain activities consisting of three
elements. The first element is about taking the decision of
selecting the appropriate partner. Companies in the real
business world are interacting with a number of suppliers and
customers. Obviously, not all of them can become close
collaborators and under this prism a selection is needed,
based on the expectations, perceived benefits and drawbacks,
and the business fit of companies.
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Supply Chain Management: An International Journal
Volume 12 Number 3 2007 177 186
Figure 1 An overall framework of supply chain collaboration
The second element involves selecting the activities on which
collaboration will be established. The plethora of the activities
constitutes the width of collaboration. Companies need to
determine the specific activities upon which they will
collaborate, since not all the activities require the same
amount of involvement and close relationship (Sahay, 2003).
After selecting the activities the third element is to identify in
what level companies will collaborate. A three level approach
namely strategic, tactical, operational, is rather essential, since
companies seldom choose or decide to collaborate across all
decision taking levels. This distinction on strategic, tactical
and operational, which has been very common in the supply
chain literature, constitutes the depth of collaboration
(Stevens, 1989; Chopra and Meindl, 2001; Fawcett and
Magnan, 2002).
The combination of those three elements comprises the
intensity of collaboration. The more the depth (from
operational to tactical and strategic), the width (from simple
supply chain activities to more complex such as new product
development) and the number of entities (two or more
entities, upstream-downstream) the more intense the
collaboration is.
Finally, another important element for the design and
governing of supply chain activities includes the decision of
selecting the appropriate technique and technology to
facilitate information sharing. It is a very complicated
decision, since not all potential collaborators are able to
meet the requirements of collaboration in terms of technology
and techniques.
Establishing and maintaining supply chain
relationships
The second pillar concerns the establishment and
maintenance of supply chain relationships. It includes the
less tangible, but equally important, elements of
relationships. The critical elements that have been also
cited in the literature include mutuality of benefits, risk, and
rewards sharing (Stank et al., 1999; Barratt and Oliveira,
2001). The risk and reward sharing balance will be probably
 A conceptual framework for supply chain collaboration Supply Chain Management: An International Journal
A. Matopoulos, M. Vlachopoulou, V. Manthou and B. Manos Volume 12 Number 3 2007 177 186

one of the crucial factors which will guide companies Figure 2 Linking supply chain activities to specific collaboration
towards close collaboration. An interaction of other benefits
elements, such as trust, power and dependence, has been
also identified in the literature to play an influential role in
companies decision to collaborate. La Londe (2002), for
example argues that trust and risk issues are very important
in supply chain relationships because of the interdependency
between companies. Dependence of one company on
another means that the company will have power over the
other. Power as a concept in supply chain relationships has
not been discussed extensively (Cox et al., 2003) and when
discussed it has received irregular and contrasting treatment
from analysts (Hingley, 2005). For some authors, power is
one of the greatest deterrents to trust, which is the single
more discussed element in making supply chains function
effective and efficient (Kumar, 1996; Dapiran and Hogarth-
Scott, 2003; Handfield and Bechtel, 2004). The interesting
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issue is to identify how these elements interact with each

other and how they affect and determine the intensity of
collaboration, as well as, the selection of the appropriate
information-data sharing technologies and techniques.

Benefits and risks of collaboration: approaches

and critical aspects
Undoubtedly, a plethora of benefits associated with inter-
enterprise collaboration exists. The way these benefits can be
regarded depends on the way supply chain collaboration is
viewed. One way to view them is by approaching supply chain
collaboration, and its respective benefits, at a macro level
(Sahay, 2003), which means general cost reductions, as well
as, general revenue growth. In this case, a company takes
decisions regarding the other collaborator on the basis of how
good is performing with collaborator A, in comparison to the
collaborator B. A different way to approach supply chain
collaboration benefits is by taking a more activity-based
approach. By relating the benefits of collaboration to the
specific activities, it is more likely to better identify the real
benefits of supply chain collaboration, since not all activities
require the same amount of companies involvement. Some of
the most commonly cited, in the literature, supply chain
activities include:
. procurement;
.
inventory management;
.
product design and new product development;
.
manufacturing (planning);
.
order processing;
.
transportation/distribution;
.
sales;
.
demand management; and
.
customer service.
In Figure 2, some of the benefits arising from collaboration, as
those identified in the literature, are linked to the
aforementioned supply chain activities (Lewis, 1990; Ellram,
1995; Walker, 1994; Parker, 2000; Horvath, 2001; Mentzer
et al., 2000; McLaren et al., 2002; Simatupang and Sridharan,
2004).
Despite the benefits that have been identified in
collaboration among companies, collaborative practises may
not be appropriate for every business relationship (Krause,
1999). In fact, apart from the benefits, risks are also involved
in collaborations. One of the most obvious risks in
collaborations is the risk of failure (Dwyer et al., 1987). The
risk of failure includes the loss of significant investments in
money, time and delay or abandonment of business plans, in
cases where collaboration is unsuccessful. In addition, an
inherent risk to the risk of failure is the exposure to
competition. Indeed, companies should bear in mind that the
potential collaborator may become at some point in time the
partner of another competitor. Another important risk is
related to potential increased dependence of one company on
another. The issue of dependence is one of the more complex
issues in business relationships. It arises in cases where a
company is to a greater or lesser extent relied on another
company across a number of processes. In fact, many authors
(Spekman and Salmond, 1992; Adams and Goldsmith, 1999)
have argued that in the process of procurement for example,
the more a buyer buys from a supplier, the more likely the
buyer will be able to influence the supplier. In most of the
cases in the literature, dependence has been viewed as a risk,
which is particularly high for small companies collaborating
with big ones, especially when combined with the element of
power. Furthermore, an inherent risk associated to
collaboration is the risk of increasing operational complexity.
For example, a company-supplier of two other companies,
one a collaborator and one not, may end up running two
separate supply chains, which means duplication of effort in
many cases. In particular at the front of technology
integration many future collaborators are facing difficulties
in integrating their systems. This increased complexity in
technology integration can sometimes cause even the
termination of the collaboration.
Driving forces and barriers of supply chain
collaboration: implications for the agri-food
industry
In order to understand the concept of collaboration in the
context of the agri-food industry there is a need to better

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 A conceptual framework for supply chain collaboration
A. Matopoulos, M. Vlachopoulou, V. Manthou and B. Manos
analyse the sector by identifying its particularities, as well as,
the changes that have occurred lately. Which are the supply
chain activities where collaboration is possible and what are
the particular elements, benefits, and risks of collaboration
that need to be considered by companies operating in the
sector?
A number of changes have occurred the last decade in the
agri-food sector. The entrance of global retailers, industrys
consolidation in most of the sub-sectors, the changing
consumer consumption attitudes, as well as the existence of
more strict regulations and laws regarding food production,
have altered the business environment for most of the
companies operating in the sector, encouraging collaboration
attitudes among companies at all levels. In particular, global
retailers are building partnerships and support close
collaboration practises with many of their suppliers in an
effort to achieve performance improvements across many
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business levels (Kaufman, 1999). The undisputed competitive
pressures in the sector also fostered consolidation in most of
the sub-sectors of the agri-food industry and thus, have
increased the need for collaboration. Consumers nowadays,
are more than ever interested in having healthy food and are
characterized by higher levels of food safety concerns
(Hughes, 1994). This reality, in combination with the
recent food crises has increased public pressure for
transparency, traceability and due diligence throughout
the agri-food supply chain (Fearne et al., 2004), and has
increased essentially the need for collaboration among entities
in the agri-food supply chain.
Despite the increased importance for collaboration across
the entire agri-food supply chain, important barriers also exist
which may limit collaboration intensity. Most of the barriers
to supply chain collaboration are related to industrys complex
and heterogeneous structure. A typical agri-food supply chain
may consist of a number of entities linked from farm to
fork, such as farmers, input suppliers, co-operatives, pack-
houses, transporters, exporters, importers, wholesalers,
retailers, and finally consumers. The structure of the agri-
food industry may be really complex, and for some products it
is quite extended including many entities and resulting in
numerous interactions (Matopoulos et al., 2004). The more
the number of the companies, participating in the supply
chain increases, the more the information exchanges become
problematic, hindering supply chain collaboration, as
companies often do not have compatible systems for
information exchanges.
Another important barrier for collaboration arises from the
increased diversity of the entities constituting the supply
chain. Companies differences in terms of economic size,
structure, and access on ICT applications, may deteriorate
collaboration intensity due to power-trust reasons, operational
complexity or technical reasons, respectively. In Figure 3, a
schematic representation of the entities which potentially
participate in the agri-food industry is presented. Different
line patterns indicate potential interaction channels.
Empirical case study
In this section, empirical insights from the agri-food industry
are provided. In particular, a case study at the grower-
processor interface was conducted in order to investigate and
understand collaboration in the context of the agri-food
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Supply Chain Management: An International Journal
Volume 12 Number 3 2007 177 186
industry and how a range of factors impact on the intensity of
collaboration.
The conceptual framework and its propositions
A conceptual framework is developed based on the overall
framework suggested earlier in paper. All the issues
encapsulated in the overall framework are examined apart
from the issue of selecting the appropriate data and
information techniques and technologies, since no valuable
findings were expected to arise. This is due to the level of use of
information and communication technologies in Greek agri-
food SMEs, which is rather low (Manthou et al., 2005). On
the contrary, the role of industrys macro factors, as well as,
micro-factors is included in the framework and explored.
Macro factors are related to the external environment of the
sector and include general trends and changes that have taken
place. Micro factors, on the other hand, include the specific
internal characteristics of the sector related to its products,
processes and structure. In this particular research, the macro-
factors further considered are; the globalization and
consolidation of the industry, changing consumer
consumption attitudes, stricter regulations and laws regarding
food production and food safety issues. All these have been
shown in the literature to interact in the development of
collaboration in the agri-food supply chain (Hughes, 1994;
Shaw and Gibbs, 1995; Fearne et al., 2004). Regarding the
micro factors emphasis is given on the particular structure of
the industry, as well as, specific product features. The
framework and propositions for subsequent testing are
described below (Figure 4) and are generated based on a
literature survey. Bacharachs (1989), guidelines on theory
development have been used, particularly in developing
relationships between constructs in terms of propositions.
The first two propositions link the first pillar of supply chain
collaboration (design and government of supply chain
activities) with macro and micro factors, while the third links
micro factors with the second pillar of supply chain
collaboration (establishing and maintaining supply chain
relationships). Finally, the fourth proposition focuses on the
less tangible elements of relationships, emphasizing the way
they interact and their role in the intensity of collaboration.
Concerning industrys macro-factors, globalization extends
the business scope and activities of a company, to other
regions. At the same time, the government of activities that
are now dispersed in a greater geographical range becomes
more difficult, increasing the need for collaboration
(Kaufman, 1999). Consolidation of the industry, in
response to the increased competition, encourages
companies to collaborate to a range of supply chain
activities in order to become competition resistant.
Changing consumer attitudes and stricter food laws and
regulations, are the drivers that have forced companies of the
sector to pay attention in securing product quality.
Collaboration in the form of increased information
exchanges is needed in order to achieve transparency across
the supply chain (Trienekens and Beulens, 2001). As a result,
the following proposition is proposed:
P1. Industrys macro-factors enhance the design and
government of supply chain relationships by
enhancing the intensity of supply chain collaboration.
Industrys micro-factors affect both the width and the depth
of collaboration. Hypothetically, an intense collaborative
relationship among members in the fresh produce supply
 A conceptual framework for supply chain collaboration
A. Matopoulos, M. Vlachopoulou, V. Manthou and B. Manos
Figure 3 A schematic representation of the agri-food supply chain
Figure 4 A conceptual framework of collaboration development in the
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agri-food supply chain
chain would include the identification of the consumption
trends at the consumer level, the transfer of this information
upstream in the chain, the development of the new product
varieties from the research centre, and finally movement of
the product downstream in the chain. However, due to time-
constraints this is unfeasible, since the research for new
varieties and the biological growth cycle of a product may
reach a decade, limiting the width of supply chain activities to
the more logistics oriented ones in order to meet the increased
requirements arising by the perishability of agricultural
products (Schotzko and Hinson, 2000). In addition, the
constraints of the product, related to the uncertain production
(due to weather conditions or/and farmers competence), limit
the depth of collaboration from the strategic level to tactical
and operational, in order to avoid risky long-term decisions.
This leads to the second proposition:
P2. Industrys micro-factors hinder the design and
government of supply chain relationships by
deteriorating the intensity of supply chain
collaboration.
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Supply Chain Management: An International Journal
Volume 12 Number 3 2007 177 186
There is a relationship between products specific
characteristics of price and supply volatility to the trust-
building process and the intensity of collaboration (OKeeffe,
1998). When the supply of a product is decreased (due to
weather conditions, farmers competence) the farmer may
demand higher prices and better payment terms. Analogously,
the processor when the supply of the product is increased may
demand lower prices, longer payment periods, as well as,
impose stricter product controls. In both cases, the trust
building process is impinged as companies try to realize short-
term benefits. This puts pressure on the collaboration-
building process, deteriorating the intensity of collaboration
and specifically the depth of collaboration from strategic to
operational and tactical. As a result, the third proposition
relates industry micro factors to the establishment and
maintenance of supply chain relationships.
P3. Industrys micro-factors hinder the establishment and
maintenance of supply chain relationships, by
impinging the trust-building process, and deteriorate
the intensity of collaboration.
The balance of power and dependency and its role in the way
relationships evolve has been identified in the literature.
Asymmetrical relationships generate disadvantage for the
weaker party (Johnsen and Ford, 2002) and are less stable
than symmetrical relationships (Bretherton and Carswell,
2002). In the context of the agri-food industry, power
imbalance issues are extremely relevant and have been clearly
recognised (OKeefe and Fearne, 2002; Hingley, 2005).
OKeeffe (1998), agues that it is difficult to achieve
interdependence in the agri-food industry due to size
imbalance and as a result, small and less powerful
companies will be more dependent from large powerful
companies than the opposite. This power asymmetry will
enable large companies to exercise their power, by imposing
their rules to collaboration, continuously increasing
requirements and risk-reward sharing imbalance. This
imbalance reduces the collaboration attitude, impinges trust
and deters collaboration intensity. Therefore, the last
proposition relates power asymmetry to dependence and
risk-reward sharing.
P4. Power asymmetry a) increases the dependence of a
company from another, in favour of the more powerful,
and b) amplifies the imbalance of risk-reward sharing
among companies hindering trust development and as
a result collaboration intensity.
 A conceptual framework for supply chain collaboration
A. Matopoulos, M. Vlachopoulou, V. Manthou and B. Manos
Case study design
The method chosen for this study was research by case study. In
particular, the case study method used was the single-case
design as called by Yin (1994), with single unit of analysis and
single number of cases. Research by case study was preferred,
since it enables a more descriptive and exploratory approach
allowing for more rich insights into the research object (Yin,
1994; Miles and Huberman, 1994). Case study research has
been lately recognised as an increasingly important type of
research in the context of agri-business sector, since traditional
research strategies have been often proved to be limited in their
applicability and scope (Sterns et al., 1998). The case study
presented in this research is about Hellenic Catering (HC), one
of the biggest food processors in Greece, and the collaboration
with Balatsos Company (BC), a family-based company, which
became HCs biggest supplier of fresh vegetables. HC is the
major supplier in fresh produce and has also established an
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alliance with Goodys, which is the biggest fast-food restaurant
chain in Greece. HC currently operates in two facilities in
Thessaloniki and Athens, employing nearly three hundred and
eighty people. Its main business activity includes the production
of meat-products, ready to eat meals, sauces and fresh
vegetables. Nearly 80 per cent of the production goes to
Goodys, while the remaining 20 per cent goes to hotels and
supermarkets.
In order to collect data an interview protocol has been
developed, as follows.
Interview protocol
Overview
1 General company information:
.
Size of the company (number of employees, annual
turnover).
.
Business structure and business units of the company.
.
Describe the business activities undertaken by the
company.
2 Sector characteristics:
.
Describe the competition in the sector in comparison
to the past. What drives competition nowadays?
.
Has the strategy towards competition evolved over
years? How?
.
What are the requirements in market today and have
they changed the last years? If yes why?
3 Changes and developments in your supply chain:
.
What is currently the structure of your supply chain
(number of suppliers/customers, areas of
collaboration, requirements? Has it changed the last
years? In what way?
.
What were the drivers for the above changes, if any?
.
What were the benefits and the constraints of such an
evolution?
Relationship between companies
1 General characteristics:
.
Describe your relationship with the specific partner
(history of the relationship, areas of collaboration,
percentage of products supplied).
.
What were the reasons for starting up the specific
collaboration?
2 Analysing the relationship:
.
Describe your relationship with the other company
(advantages/disadvantages).
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Supply Chain Management: An International Journal
Volume 12 Number 3 2007 177 186
.
What were the main problems encountered in
managing this relationship?
.
What kind of strategies, if any, were adopted in order
to overcome problems?
.
How successfully did you confront these problems?
.
Did differences in the size of companies cause any
difficulties? In which cases did you exercise your
power (or experience it)?
.
How dependent do you consider your company is
from the other company? What will happen if
tomorrow the collaboration you have ends? What
will be the consequences, if any, for your company
and how quickly you will overcome this situation?
Compare the current situation with the past (the
beginning of the relationship). Has it changed? In
what way?
.
How risk and reward sharing has been evolved during
your relationship? What were the main drivers for this
situation?
.
How much do you trust the other company? Has the
level of trust altered during the collaboration? What
were the main reasons for this situation?
The protocol aimed at encapsulating the constructs of the
conceptual framework. In particular, the first part of the
questionnaire contained questions regarding the business
activities, the size of the companies and general discussion
related to the particularities of the sector, as well as, the
changes that had occurred lately. The second part dealt with
the relationship between the two companies. In this particular
part, a number of issues regarding the type of relationship, its
evolution over time, the nature of dependence and the role of
other critical elements, such as power and trust to the
intensity of collaboration were explored. Semi-structured in
depth interviews were conducted with the purchasing
manager and the managing director of the two companies
respectively. In fact, the first interview was conducted with the
purchasing manager of the first company, where he also
introduced to us the contact of the other company. The
duration of the interviews was more than an hour each. A
follow up was done by telephone, in order to clarify some of
the responses given. To ensure the internal consistency of the
data, responses of each participant were further explored and
cross checked by asking the other participant, avoiding in any
case to provoke debate between participants.
Findings-discussion of results
The propositions formulated in the conceptual framework can
now be supported or not, based on the empirical results of the
case study.
P1. Industrys macro-factors enhance the design and
government of supply chain relationships by
enhancing the intensity of supply chain collaboration.
The case study revealed that some industry macro- factors
enhance the intensity of collaboration in the agri-food supply
chain. For example, the case study supports the fact that
changing consumer attitudes enhanced the intensity of
collaboration. Indeed, in the late 1990s there was an
increased need in the market (originated by Goodys) for
greater quantities of vegetables in response to changing
consumer attitudes and preferences (more people eating out
in fast-food restaurants, preferring more healthy-like food).
 A conceptual framework for supply chain collaboration
A. Matopoulos, M. Vlachopoulou, V. Manthou and B. Manos
This resulted in a strategic-level decision from HC and
Goodys to start up collaboration. Thus, HC became Goodys
exclusive supplier of fresh vegetables. In addition, industrys
consolidation enhances the intensity of supply chain
collaboration. The appearance of new companies operating
in HCs sector resulted in increased competition pressuring
HC to become more efficient in its activities. As a result, the
company decided to change its supply policy, towards an
effort to rationalise its supply base, ensuring product
excellence (in terms of quantity- quality) and process
excellence (in terms of cost and time reductions). The
company up to the late 1990s had a really big supplier base for
fresh vegetables (tomatoes, cucumber, lettuce, carrots etc.),
constituting of nearly forty suppliers. In fact, the company
was buying fresh vegetables from the local central fruit and
vegetable market, negotiating prices and quantities on a
regular basis. This situation quite often resulted in losses of
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product quality and at the same time significant excess of
costs. Costs included not only the actual price-driven costs,
but also indirect costs of finding, negotiating and monitoring
the appropriate supplier. The exploratory evidence also shows
that macro factors such as, globalization, stricter food laws
and regulations, do not play an important role in enhancing
the intensity of supply chain collaboration.
P2. Industrys micro-factors hinder the design and
government of supply chain relationships by
deteriorating the intensity of supply chain
collaboration.
The case study demonstrates deterioration on the intensity of
supply chain collaboration due to product features and the
structure of the industry. Indeed, due to product features the
main area for collaboration between HC and BC concerns
predominantly logistics-related activities, such as
transportation, ordering, procurement, rather than activities
related to joint development of new products, or joint demand
management. This occurs not only as a result of the specific
characteristics of the product, but also the structure of the
sector. For example, in order to achieve joint development of
new products, or joint demand management, further
integration upstream and downstream in the chain is
required. The case study shows that both upstream and
downstream integration is difficult to achieve, particularly
upstream integration with the entities responsible for
developing new varieties; no such links exist. Finally, the
volatile nature of price and supply, deters the depth of
collaboration to operational and tactical level, rather than
strategic, despite the fact BC, put pressure on HC to
collaborate on a strategic level by conducting joint
investments in the field of greenhouse vegetable production.
P3. Industrys micro-factors hinder the establishment and
maintenance of supply chain relationships, by
impinging the trust-building process, and deteriorate
the intensity of collaboration.
The case study identified that products features impinge the
trust-building process and hinder the establishment of supply
chain relationships. In particular, the volatile nature of the
product, in terms of quantity and quality, impinged trust
building between companies. Indeed, there were cases where
increased demand from HC followed by low production
volumes (due to weather conditions, or farmers
incompetence) resulted in increased requirements in terms
of prices and better payment terms, from BC for all levels.
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Volume 12 Number 3 2007 177 186
Analogously, reduced demand for lettuce from HC, in
relation to overproduction or stable production of lettuce
from BC resulted in similar practises from HC, which posed
issues for quality standards resulting in downward price
pressures. Even if this situation was not occurring at a regular
basis, it created conflicts and lack of trust in the business
relationship. The data support this proposition, corroborating
also the suggestions of OKeeffe (1998), regarding the trust-
building process.
P4. Power asymmetry a) increases the dependence of a
company from another, in favour of the more powerful,
and b) amplifies the imbalance of risk-reward sharing
among companies hindering trust development and as
a result collaboration intensity.
One of the most interesting aspects of this collaboration is
related to the way power asymmetry has been evolved over
time and the way it has affected the interdependence of the
two companies as well as, the risk-reward sharing. At the
beginning of the collaboration the size imbalance between HC
and BC was in favour of HC, making BC completely
dependent on HCs decisions. Despite this extremely power
unbalanced relationship, BC did enter the relationship and
tolerated power imbalance supporting also the suggestions of
Blundel and Hingley (2001), regarding the initial decision of
an SME to start a collaboration. However, this situation has
been reversed. Bretherton and Carswell (2002) suggest, the
imbalance of power drives the weaker party to seek alternative
alliances. In the case study this is almost the case, since BC
did not seek for alternative alliances, but instead it entered
very successfully to new business activities in addition to
lettuce production. This resulted in a shift of dependence,
with HC becoming to a great extent more dependent than
BC, despite the power imbalance which was still in favour of
HC.
Risk-reward sharing, also, evolved over time following to a
great extent the power-dependence balance. Initially, when
BC was dependent from HC, no mutuality in risk sharing
existed. Indeed, the risk for BC was quite significant. Huge
investments in production facilities (greenhouse operations)
were needed and on the contrary no commitment, in terms of
contract, was given from the part of HC. The result was a
continuous pressure from the BC to HC, which created trust
problems and collaboration inefficiencies (increased control
and production monitoring etc.). However, as the
dependence of BC from HC reduced over time, even if
power asymmetry still existed, risk-reward sharing imbalance,
also, reduced and resulted in better collaboration attitude,
and more intense collaboration particularly at the operational
and tactical level. The exploratory evidence, in contrast to
Handfield and Bechtel (2004), show that it is the element of
dependence affecting the trust-building process and thus
collaboration intensity, rather than the element of power. As a
result, neither the proposition of power asymmetry increasing
the dependence of a company from another, in favour of the
more powerful, nor the proposition of power asymmetry
amplifing the imbalance of risk-benefit sharing among
companies is supported.
Conclusions
Collaboration is a very broad and encompassing term and
when it is put in the context of the supply chain it needs yet
further clarification (Barratt, 2004). The complex nature of
 A conceptual framework for supply chain collaboration
A. Matopoulos, M. Vlachopoulou, V. Manthou and B. Manos
supply chains adds difficulties in the elements involved in the
concept of supply chain collaboration. The literature review
undertaken, although not exhaustive, served as a
comprehensive base for understanding and developing a
framework for supply chain collaboration. Two major pillars
were identified: the design and government of supply chain
activities, and the establishment and maintenance of supply
chain relationships.
Part of this overall framework was further explored in the
context of the agri-food industry in an effort to understand
the concept of supply chain collaboration in a specific context.
The case study conducted revealed that while there is a true
need for supply chain collaboration, the structure of the agri-
food sector along with the nature of products impinges the
intensity of collaboration, to more operational and tactical
level, as well as, to logistics-related activities. For example, the
companies coordinate on the procurement/supply and
Downloaded by LAHORE SCHOOL OF ECONOMICS At 02:02 12 September 2017 (PT)
distribution process mainly at the tactical level (e.g. arrange
procurement details and terms, delivery times), however when
it comes to more complicated supply chain activities, such as
product design/new product development and demand
management or even when they have to plan at the
operational level, they are unable to collaborate.
Regarding the critical elements affecting the establishment
and maintenance of supply chain relationships, trust seems to
seriously affect the intensity of collaboration limiting the
depth and the width of collaboration. In addition, the
exploratory evidence, in contrast to Handfield and Bechtel
(2004), show that it is the element of dependence affecting
risk and reward sharing and thus, the trust-building process
and subsequently collaboration intensity, rather than the
element of power. Regarding the risk of dependence of small
companies by large ones, the case study shows in the long-
term the dependence imbalance and the power imbalance can
be altered in favour of small companies. In the case study, the
weaker part of the relationship sought to enter to new
business activities, in order to alter the dependence imbalance
and this also concurs with Hingleys (2005) view about
weaker organisations having a certain degree of tolerance in
asymmetric relationships. The result was that the more
powerful company, became more dependent from the weaker
part, than the opposite, presenting the so called Paradox of
power. This was achieved as the weaker company, in its
effort to meet large companys requirements, accomplished
unique product or/and process excellence, making difficult for
other competitors to follow.
Regarding the overall proposed research framework, the
case study identified the importance of the elements of trust,
power, dependence, and risk/reward sharing in establishing
and maintaining supply chain relationships, as well as, the role
of the above elements in selecting partner, deciding on
collaboration width and depth. However, the issue of selecting
information and data sharing techniques and technologies
needs also to be tackled, in particular its interrelation with the
elements of the second pillar. The propositions developed in
this paper, as well as the overall framework for supply chain
collaboration offer scope for further testing and development.
They should be seen as an effort to an improved
understanding of collaboration.
The study has two main limitations. The first limitation is
that the research draws from one relationship only. Further
qualitative testing of the conceptual model is needed with the
aim of literal or theoretical replication (Yin, 2003). The
184
Supply Chain Management: An International Journal
Volume 12 Number 3 2007 177 186
second limitation is the focus on dyadic relationships;
extending the research focus to more complex supply chain
relationships across the entire chain would be also useful.
While none of the factors identified in the research are truly
new or novel, they have never been studied in the agri-food
context before, and this is the key contribution of this study.
Future research on supply chain collaboration is required in
order to develop a more clear understanding of the benefits,
as well as, the risks of supply chain collaboration and the way
the aforementioned elements of trust, power and dependence
interact in the collaboration building process.
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About the authors
A. Matopoulos is a Doctoral candidate at the University of
Macedonia, Department of Applied Informatics,
Thessaloniki, Greece. He received his BSc in Agriculture,
from Aristotle University of Thessaloniki, and his MSc in
Food Industry Management and Marketing, from Imperial
College, Wye Campus, University of London. His current
research interests include: Logistics and supply chain
management, E-business adoption and E-Business impact
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
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186
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Volume 12 Number 3 2007 177 186
on supply chain operations. He has been involved as a
researcher in the national research programme Heraklitos
and EQUAL, and he participated in the E-business forum
(work-team Z2: Using RFID for the integration of the supply
chain, and work-team I2: E-business in SMEs in the food
industry, under the auspices of the Greek Ministry of
Development). He is also a member of Hellenic and
International Associations. A. Matopoulos is the
corresponding author and can be contacted at:
arismat@uom.gr
M. Vlachopoulou is an Associate Professor of e-Marketing/
Business at the University of Macedonia, Department of
Applied Informatics, Thessaloniki, Greece. Her professional
expertise and research interests include: Marketing information
systems, E-Business, ERP/CRM systems, Supply chain
management, Knowledge management, e-supply chain
management, e-logistics, Virtual organization/enterprise
modeling. She has participated in European Projects in the
above fields, and she was an expert evaluator of STAR project
research. She has published papers in Greek and International
Journals, and books. She acts as a reviewer in the International
Journal of Production Economics, the International Journal of
Business Information Systems, the European Journal of Operational
Research, and for the Balkan Conference of Operations
Research. She has been chairman in several scientific
conferences, and member of organizing and scientific
committees. She is a member of Hellenic and International
Associations and visiting research professor at the University of
Sunderland, UK. She has also served as a consultant to private
companies in Greece.
V. Manthou is an Associate Professor of Information Systems
& Logistics at the University of Macedonia, Department of
Applied Informatics, Thessaloniki, Greece. Her professional
expertise and research interests include: analysis and design of
management information systems, Supply chain management,
Logistics, ERP, e-commerce, health information systems. She
has participated and participating in European Projects in the
above fields (e-business forum, ISIS project) and has published
papers and reports in Greek and International Journals, and
books. She acts as a reviewer for the International Journal of
Production Economics, the International Journal of Logistics Systems
and Management, the TQM Magazine, the International Journal of
Enterprise Information Systems and for the Balkan Conference of
Operations Research. She has been chairman in many scientific
conferences, and member of organizing and scientific
committees. She is a member of Hellenic and International
Associations and visiting research professor at Loyola
University, USA. She has also served as a consultant to private
companies in Greece.
B. Manos is a Professor of Agricultural Economics at the
Aristotle University of Thessaloniki, School of Agriculture,
Lab. of Agricultural Informatics, Thessaloniki, Greece. His
professional expertise and research interests include: decision
support systems, agricultural economics, operational research
and computer applications in the agricultural sector. He has
participated and participating in a number of European
projects in the above fields and has published several papers
and reports in Greek and International Journals, and books.
He is a member of Hellenic and International Associations.
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