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Collaboration is an advantageous strategy for technology‐based competition. Thus, it is of high concern to understand mechanisms behind the success of collaborations such as performance measurement system. This paper will present an empirical study conducted in the Turkish textile industry where performance measures are developed and applied.

The paper utilizes a combination of interviews and surveys to collect data from 3T partners that are six technology supplying and ten dyeing and finishing companies. The findings indicate that besides trust, the existence of a performance measurement system is an extremely important bridge for effective supply chain collaboration (SCC). Such a system should cover metrics related to internal performance, perceptions of partners regarding the alliance performance, and the degree of inter‐firm relationship.

The paper is based on a technology partnership so the results need to be taken cautiously. However, it is clear that 3T is a successful technological partnership with six new technologies developed in two‐year period. There are some potential improvement areas, particularly in its internal activities and its relationship with the partners. The study shows that as the level of information sharing and communication among the partners increase, the performance and the benefits of the collaboration also increase.

SCC can have long‐term goals like continuous product innovation as experienced in 3T and this might increase overall performance of an industry. That is why SCC might be particularly important tool for developing country firms that lack both financial and human resources.

To gain an understanding of the benefits, bridges, and barriers associated with supply chain collaboration.

Insights from extensive field research of a successful collaboration example in the Turkish dyeing and finishing industry.

The competition among firms is increasingly shifting from company vs company to supply chain vs supply chain. The insights obtained from the collaborative model in this textile supply chain provide a good understanding of the benefits, bridges, and barriers associated with supply chain collaboration. Benefits can be grouped as customer‐oriented benefits, productivity benefits, and innovation related benefits. Factors supporting collaboration are observed as trust, common goals for cooperation, and existence of cooperation mechanisms, while barriers are related to three factors: lack of trust, risk‐benefit evaluation, and lack of common goals for cooperation.

Findings are based on interviews and questionnaires conducted with the managers of 3T, 30 dyeing and finishing firms (ten are partners) and six technology‐supplying partner firms, from various regions in Turkey.

Highlights the importance of trust and collaboration mechanisms in managing collaborations. As the case of 3T in the dyeing and finishing industry shows, collaborations might significantly contribute to the competitiveness of textile firms.

This paper presents a successful collaboration model in creating new technologies and products by bringing the resources of competing partners together. This collaboration might be a tool for firms in developing countries to become competitive in their respective industries at the global level.

The purpose of this paper is to highlight the efforts of a leading Turkish automotive company to restructure its supply chain for export parts.

The paper presents hand‐on experiences of a pilot project conducted at Tofaş‐Fiat automotive company to redesign its logistics operations and to select a global logistics service provider, using an analytic hierarchy process for multi‐criteria decision‐making.

3PL providers in Turkey must improve their capabilities and act proactively in providing value‐adding services as the companies are becoming more demanding in their expectations in building strategic relationships.

The focus of the paper is on automotive supply chain for export parts, but the analysis as well as 3PL selection methodology may be successfully applied to other products in different settings and in other sectors.

Companies must determine logistics goals and requirements prior to taking on a 3PL. The defined objectives will help to establish the criteria for 3PL selection. Some of these include IT capability, service quality, customer relationship, and cultural fit. This analysis helps the company to define the problem with its differing aspects rather than only financial considerations, to reflect the common mind of the team, to resolve conflicts between the differentiated departmental goals, and to bring objectivity to decisions via an analytical approach.

This paper provides some practical insights from an automotive company that attempts to streamline and efficiently run its supply chain through logistics outsourcing.