1 Enablers and Inhibitors of Collaborative Supply Chains: An integrative framework Sam Solaimani, Erdogan Gulyaz, Jack A.A. van der Veen, Venu Venugopal Nyenrode Lean Institute, Center for Marketing & SCM, Nyenrode Business Universiteit, The Netherlands <s.solaimani@nyenrode.nl> Abstract While the merits of Collaborative Supply Chains (CSCs) are broadly appreciated, studies on sine-qua-nons in the formation of CSC are relatively limited. This paper systematically reviews the extensive CSC literature to extract critical success factors and challenges, and proposes a generic framework to establish and sustain various levels of CSCs. Keywords: Collaborative Supply Chain, Critical Success Factors Introduction Collaborative Supply Chain (CSC) is not a newborn concept; it never grows old either. In fact, in the struggle against the increasingly dynamic market and customer demand, collaboration appear to be an effective mean for the contemporary firms to leverage the resources and knowledge of their customers and suppliers (Cao and Zhang, 2000), be more responsive (Baratt, 2004), productive (Horvath, 2001), deliver significantly improved performance (Stank et al., 2001), and capacities to innovate (Soosay et al., 2008). That being said, the implementation of CSC seems to be easier said than done (Sabath and Fontenella, 2002; Boddy et al., 2000). Several studies have underlined the barriers, conditions and requirements of CSC (e.g., Baratt, 2004; Fawcett et al., 2008), although in a fragmented way throughout the literature. In fact it appears that the literature largely lacks structured reviews of sine-qua-nons in the formation of new and maintenance of established CSC, with help of which, the essential building blocks of SC collaboration can be identified. It can be observed that CSC collaborations occur in various intensities (Holweg et al., 2005; Spekman et al., 1998). As such, the extent of the ‘chosen’ collaboration commensurate with the extent of interactions, interdependencies and responsibilities between and within the SC partners. Typically, in the CSC literature the pros (of collaboration) are praised and the cons are considered as barriers that should be conquered. In other words, collaboration is the way to go, where some nuances in the possibility of overcoming barriers stem from contingencies and maturity of organizations. However, in this paper it is argued that SC partners might deliberately choose for ‘lower’ levels of collaboration for solid strategic reasons, i.e. that the ‘optimal’ level of collaboration is not always the most intense one. In other words, being lower or higher on the collaboration spectrum is not “good or bad” per se. The SC partners need to consider several trade-offs when determining their ‘optimal’ level of collaboration. Given their contextual peculiarities and organizational idiosyncrasies, including the strategic and tactical needs, different SCs are likely to make different decisions regarding such trade-offs. Accordingly, the aim of this paper is threefold. Firstly, a theoretical discussion is provided on how various levels or types of collaboration can be described and understood, and what each type entails. Secondly, this paper discusses the factors that drive the success of CSC.