Purpose: The paper examines one of Scotland's major pork supply chains and seeks to identify the key risks and challenges involved in developing a resilient agri‐food supply system, particularly with regard to primary product supply, and to show how risk management and collaboration amongst stakeholders can increase chain resilience.Design/methodology/approach: The case study involved in‐depth interviews with seven people involved in the chain and its management.Findings: Reduced supply chain vulnerability to risks arose through horizontal collaboration amongst producers, and vertical collaboration with the processor and retailer. Producers improved market and price security, and pig performance. For the processor and retailer the collaboration generated greater security of supply of an assured quality, improved communication with suppliers, and reduced demand risk as they could assure consumers on quality, animal welfare and product provenance.Research limitations/implications: The study's findings are based on the analysis of a particular supply chain, but the cooperative concerned currently produces over half of Scotland's weekly pig production.Practical implications: The findings are highly transferable to other agri‐food supply chains. Producers' successful efforts to deal with different risks and the role of collaboration in enhancing chain resilience are illustrated.Originality/value: The case is interesting because pigmeat supply profitability has been under constant pressure. It discusses the risks faced by all chain participants and the collective development of a chain which is relatively resilient to variations in price, production and supply.

The role of inter-enterprise relationships in European pig meat, beef and cereals chains is analysed. Using survey data from 1,442 farmers, processors and retailers in six countries, the empirical relevance of several factors potentially influencing the choice of contract types and the sustainability of relationships is tested. In particular, the significance of quality orientation and the use of traceability schemes are explored. Market, industry and enterprise-specific characteristics are found to influence contract type choice while dyadic, firm-level factors appear to affect relationship sustainability. The results carry implications for agribusiness management, particularly regarding food safety standards, as well as policy support.