A qualitative exploration of supplier-retailer collaboration in South Africa: a dual perspective on competitive advantage

Abstract

This study examines the role of collaboration between suppliers and retailers in achieving a competitive edge in the South African retail sector. In a highly volatile and competitive market, collaboration has evolved into a strategic essential rather than a routine activity. The study explores how collaboration practices, facilitators, and obstacles impact long-term competitiveness. A qualitative, interpretivist methodology was used, involving twenty semi-structured interviews with suppliers and retailers. The data were analysed thematically and interpreted using the Resource-Based View and Relational View frameworks, complemented by elements of Dynamic Capabilities theory. These frameworks helped understand how collaboration serves as both a strategic resource and a relational capability. Results indicate that trust, leadership cohesion, and transparency are vital enablers, while power imbalances, resource limitations, and conflicting incentives present barriers for effective collaboration. When enablers outweigh barriers, collaboration evolves into a strategic capability that enhances adaptability, fosters innovation, and strengthens resilience. This study offers a theoretical contribution by applying these frameworks within an emerging market context and provides practical insights for managers aiming to develop sustainable supplier relationships.