This research analyses three case studies of transactions between horticultural producers and retailers in their supply management process of horticultural products. The first transaction studied is what can be called an strategic alliance where both retailers and producers depend highly on each other, with several advantages for both, mainly related to transaction cost reducing and chain coordination. The second is a case where the retailer is the coordinator of the transaction, using mostly the price mechanism to buy horticultural products, and the third is a case where a company of producers coordinate the transaction. These three cases are discussed under the model of GATTORNA & WALTERS (1996) for strategic alliances.
horticultural supply; supply chain management; retailing; horticulture; entrepreneurship
