Drivers and barriers of supply chain integration: a two-phase email-based analytical approach

Purpose This study examines the drivers and barriers of external supply chain integration in an overseas manufacturing subsidiary of a multinational company. It evaluates relational and information integration by analyzing email correspondence to identify key elements influencing SCI. Design/methodology/approach The study analyzed 7,487 stakeholder emails through a dual-phase process that examined both content and sentiment among suppliers and customers. Through content analysis, researchers found consistent patterns concerning relational and information integration, and sentiment analysis explored emotional aspects within supply chain integration. Findings Research highlights how trust and collaboration are critical to supplier–customer relationships. Feedback and collaboration are primary relational drivers, while barriers consist of incomplete and inaccurate information. Analysis of emotions shows that trust and anticipation lead supplier and customer interactions, while fear, sadness and anger dominate sales interactions. The study findings demonstrate that emotional elements affect supply chain integration by determining the quality of communication and decision-making processes. Research limitations/implications This study focuses solely on external SCI, excluding internal integration, which limits the comprehensiveness of the analysis. Additionally, the limited time frame of the current study could be expanded to reveal trends over different periods, such as before and after COVID-19. The study is based on just email communication. Future studies can explore other data sources, like interviews and records from operations. Practical implications Organizations can apply sentiment analysis to email data to identify and resolve integration problems early. For example, recurring anger signals in customer emails may indicate service issues and should trigger an internal review. Departments showing trust and feedback patterns, like purchasing, can be role models, while emotionally tense units like sales may need conflict resolution training. Managers can adjust forecasting models when high anticipation levels appear in sales communication. Email-based insights can also guide the redesign of communication protocols to strengthen trust and information flow. Overall, emotion-aware monitoring helps prioritize partner relationships and improves coordination across supply chain (SC) functions. Social implications The study emphasizes the significance of cooperation, communication and trust in establishing business relationships and improving supply chain sustainability. Understanding the practical aspects of SCI can pave the way for more sustainable and ethical supply chains. Companies can facilitate equitable business practices and long-term sustainability by establishing transparency, accountability and cooperation among supply chain stakeholders. Enhancing SCI can also enhance supply chain stability, reduce disruptions and have positive social impacts, which can accrue to businesses, workers and communities in global supply chains. Originality/value This research presents a novel approach using email content and sentiment analysis to study SCI. In contrast to customary survey-based studies, direct observations of communication patterns between suppliers and customers are provided. The research closes the divide between technology-focused and human-oriented elements of SCI, as it uncovers emotions in SC interactions.