The C-Suite of Supplier Collaboration: A Configurational Analysis of the How’s and Why’s.

Abstract

This study empirically investigates how supplier collaboration (SC) can be configured for developing competitive capability. The configurational solutions are classified according to Lejeune and Yakova's (2005) typology of supply chain management and value creation as explanatory channel mechanism. This makes it possible to explain why competitive capabilities are effective. A survey with 159 respondents from the Norwegian manufacturing sector is analysed by using a fuzzy set qualitative comparative analysis. The survey was conducted in 2018. Three types in Lejeune and Yakova's (2005) typology are verified through competitive capability based on product quality, while all four types are verified in competitive capability based on low cost. However, there are several equally effective ways of configuring different types to achieve competitive capabilities. The results may be ascribed and theorised according to different value creation channels.