| Please rate the relational performance of a dyad with reference to company B in each of the following areas:(1—‘strongly disagree’, 3—‘neutral’, 5—‘strongly agree’) |
| 1. Relational benefits of upstream / downstream | 1.1. | RB_UD_1/RB_DD_1 | Two companies are more profitable or more competitive together than they would have been alone |
| 1.2. | RB_UD_2/RB_DD_2 | The benefits derived from the combination must be greater than the capabilities of each individual |
| 1.3. | RB_UD_3/RB_DD_3 | Working with B has allowed overcoming some problems, and thus derive substantial benefits for the dyad |
| 1.4. | RB_UD_4/RB_DD_4 | Sharing opinion and discussion with B often lead to increased benefits for both actors of the dyad |
| 1.5. | RB_UD_5/RB_DD_5 | The ongoing costs of coordination of a dyadic relationship are balanced by its benefits |
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| Please rate your customer-focused performance to measure customer satisfaction in each of the following areas:(1—‘strongly disagree’, 3—‘neutral’, 5—‘strongly agree’) |
| 2. Supply chain performance | 2.1. | SP_1 | The customers are satisfied with the product quality |
| 2.2. | SP_2 | The customers are satisfied with the product conformance to the market expectations |
| 2.3. | SP_3 | The customers are satisfied with the product volume/variety/flexibility |
| 2.4. | SP_4 | The customers are satisfied with manufacturing efficiency |
| 2.5. | SP_5 | The customers are satisfied with the product development cycle time |
| 2.6. | SP_6 | The customers are satisfied with the response to changes in manufacturing |
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| Please rate mechanisms of network governance with reference to company B in the following areas:(1—‘strongly disagree’, 3—‘neutral’, 5—‘strongly agree’) |
| 3. Market | 3.1. | MUD_1/MDD_1 | The price is a predominant factor that determines my collaboration with B |
| 3.2. | MUD_2/MDD_2 | My company is very active in searching for new partners who can potentially substitute B |
| 3.3. | MUD_3/MDD_3 | My company can easily switch to another partner, dropping out of the collaboration with B |
| 3.4. | MUD_4/MDD_4 | The goods delivered by my company to B can be easily delivered by my competitors |
| 3.5. | MUD_5/MDD_5 | My company keeps reminding our partner that it can be easily replaced if it does not offer good deals |
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| 4. Hierarchy | 4.1. | HUD_1/HDD_1 | My company very actively interferes in the operations performed by B |
| 4.2. | HUD_2/HDD_2 | My company controls B using certain formal methods |
| 4.3. | HUD_3/HDD_3 | My company would be exposed to high costs when switching from B |
| 4.4. | HUD_4/HDD_4 | My company provides B with formal guidelines concerning how to solve problems and/or deal with disruptions |
| 4.5. | HUD_5/HDD_5 | My company resolves ongoing disputes with B by referring to clauses in signed contracts |
| 4.6. | HUD_6/HDD_6 | My company tends to closely monitor opportunistic behaviours of partner B, such as ignorance of responsibilities, price inflation, late deliveries and partial information disclosure |
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| 5. Clan | 5.1. | CUD_1/CDD_1 | My company strives to build trust and a sense of community by organising meetings and training to encourage B to be empathic and have a mutual understanding |
| 5.2. | CUD_2/CDD_2 | My company maintains a discussion with B concerning all relevant issues of its operations and strategy |
| 5.3. | CUD_3/CDD_3 | My company keeps trying to develop trust with B |
| 5.4. | CUD_4/CDD_4 | Disruptions in collaboration with B are productively resolved in the spirit of mutual understanding |
