Restraining forces and drivers of supply chain collaboration: evidence from an emerging market

Abstract

PurposeThis paper aims to investigate how restraining forces and driving forces impact SC collaboration in the context of Nigeria.Design/methodology/approachA qualitative approach was adopted. Using semi-structured interviews, data was obtained from manufacturers and third-party logistics providers in Nigeria’s food and beverage sector. The data was analysed using the thematic analysis method.FindingsInteresting findings were revealed regarding how some underlying forces impact SC collaboration. These findings were categorised into internal, SC and external environment level factors. However, certain forces were also identified at these distinct levels which can sustain the collaboration between SC partners in emerging markets such as Nigeria.Research limitations/implicationsThe issues highlighted in this paper create opportunities for future studies to dig deeper into the concept of SC collaboration in emerging markets. Future studies may find other unique contextual factors which may influence SC collaboration asides from those identified in this paper.Practical implicationsThis research aids managerial understanding of the restraining forces and drivers of SC collaboration in an emerging market. The research also provides new insights on how to manage SC collaboration in emerging markets.Originality/valueMany studies on supply chain management have wholly focussed their attention on developed countries, often neglecting emerging markets such as Nigeria in the discourse. Although SC collaboration has been well researched, the study attempts to shift the attention to the most populous country in Africa. With the help of the force field theory, this research reveals new insights on the restraining forces and drivers of SC collaboration, offering the foundation for a new line of research on this subject in emerging markets.